Global Capability Center Performance Tuning.
Improving a global capability center that underperforms.
3 months · fixed-fee, fixed-scope, fixed-deliverable · The executive who owns the center
The clinic in brief.
Most centers fall short.
The clinic improves a global capability center that underperforms. Most centers fall short on value. BCG found in 2025 that only 8% of global capability centers had advanced significantly on the dimensions that create enterprise value (BCG, 2025). Ownership of a function is not control of it. The clinic holds the center to the same governance bar the bank would demand of any provider, diagnoses its maturity, and returns a 30-60-90 improvement plan.
Underperforming, or value contested.
- A global capability center is underperforming, or its value is contested inside the bank.
- The center is governed to a lighter standard than the bank’s external engagements.
- Any rise in the center’s turnover puts delivery at risk.
- The center’s own reporting is trusted without an independent check.
Strategic value and governance parity.
- Strategic value. Whether the center’s mandate still matches the work it now carries, and whether its value traces to the bank’s outcomes.
- Governance parity. The center held to the same gates, registers, and oversight the bank requires of any engagement.
- Ownership and decision rights. Who owns the agentic work, and what the center may decide.
- Process maturity. Whether the center’s processes are improving or merely running.
- Talent and leadership. The depth of agentic capability in the center’s leadership and delivery.
- Reporting and value visibility. Whether the bank can trust what the center reports.
Against the bank’s own bar.
The clinic runs three months. Akholi places the center on the maturity curve and against the bank’s own adequacy bar, not against a distressed vendor baseline. The study measures outsourcing, from vendor delivery teams. Its findings offer an indication rather than a measurement: the same gaps in preparation, governance, and oversight that weaken an outsourced engagement will weaken a center.
The diagnosis and the plan.
One report to the sponsor:
- A maturity and governance-parity diagnosis.
- A prioritized inventory of findings.
- A 30-60-90 improvement plan, each action with an owner.
- The KPIs to track the uplift.
Optional — Phil Hatch activation
Phil Hatch can lead the improvement program. He chairs the parity remediation and drives the center up the maturity curve.
The Practice
All clinics →Crisis Response
An engagement in acute failure. Phil Hatch engages the executive team within 24 hours of contact.
Retained Advisory
Standing senior counsel across the outsourcing and global capability center portfolio.