I picked up Why Global Capability Centers Fail: And What You Can Do to Prevent It because I wanted a clear, practical take on why many GCCs do not become the strategic engines they promise to be. From the first pages I felt the author speaking from experience. The tone is direct and focused, and the book tells you not just what goes wrong but what you can do about it.
What the book is about
At its core the book explains that many Global Capability Centers stay trapped as cost centers instead of evolving into capability creators. It shows how old operating models, limited trust with the rest of the enterprise, and a narrow focus on efficiency prevent GCCs from delivering real strategic value. The author lays out this diagnosis in plain language and keeps returning to one idea: if a GCC is only about output, it will not have impact.
Practical things the book gives you
I liked that the book does not stay at a theoretical level. It offers simple frameworks and roadmaps that help you assess where your GCC stands and what to change next. It introduces scorecards and other tools to measure progress toward strategic influence. There are also short case snapshots that illustrate common traps and better ways to work. These are not long academic cases but compact examples you can relate to and use to spark discussion back at work.
The mindset shift I took away
More than tools, the book pushed me to rethink the purpose of a GCC. The idea is to move from transaction to capability, from doing tasks to creating long-term value for the enterprise. That shift affects everything: hiring, how you structure teams, how you measure success, and how you build trust with business leaders. Reading this made me more aware of small choices that either lock you into a support role or help you build capability.
Who this helped me think about
If you are running a GCC, sponsoring one, or responsible for transformation, this book felt very relevant. It is also useful for HR and talent leads who want to build the right skills, and for business leaders who want their centers to contribute beyond cost savings. The advice is practical enough to start conversations and plan concrete next steps.
Final thoughts
Overall I found the book clear, useful, and grounded. It does what it promises: diagnoses why many centers fail and gives a playbook to prevent that. For anyone serious about turning a GCC into a strategic asset, this book is a straightforward guide you can apply without needing a consultant. I finished it with concrete ideas I could try right away.
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