The skills that made them great alone are not the ones the role needs. Promote and walk away, and you lose both.

A capability centre does not earn strategic influence by delivering more. It earns it by being heard.

Call a capability a cost centre long enough and it will behave like one. You will fund it like overhead, staff it for throughput, and then be puzzled when it never moves up the value chain. India's Global Capability Centres are the clearest example. There are roughly 1,700 of them, employing close to 1.9 million people and generating on the order of $64 billion a year, according to NASSCOM. And yet many are still described inside their own parent companies as a cost line to b

"I was brilliant at my job. Now I'm bad at a job I didn't know I'd taken." A newly promoted team lead in a BFSI client said that to us, six weeks into the role. She was not exaggerating. She had been the top individual contributor on her team. That was exactly why she was promoted, and exactly why she was struggling. The skills that made her excellent were no longer the skills the job required. This post is about that gap: the identity shift every first-time manager goes thro