Crossing the chasm: Indian captives / near-captive units

Abstract

Indian Captive and Near-Captives are facing several growth challenges which are impeding their growth. The key growth inhibitors for the Indian Captive Units are:1) Lack of a resource buffer2) Inability to retain talent3) Inadequate trainings for employees4) Inability to show well defined career path to the employees If you are in the top management of an Indian Captive Unit, it is recommended to Be a part of the 'core global operations'. This means being involved III those activities which are critical to the whole organization. Get employees excited about work by taking a view of the 'big picture'. This involves active internal selling of work to the employees on the importance of the projects they are working on. Don't fall into the chasm by Taking a short term perspective of Indian operations Collaboration is the way forward as the understanding and proximity to the end-user is higher with the global center. Indian Captive units are well-positioned to get involved in the Product development. The key growth inhibitors for the Indian Near-Captive Units are:1) Lack of a resource buffer2) Lack of a long term vision3) Inability to attract talent4) Inability to retain talent5) Inadequate leadership to grow the company6) Lack of Professional Management If you are a CEO of Near Captive Unit, it is recommended to Broaden your customer base by reducing the client concentration Broaden growth avenues by building a strong marketing team Carve out a niche for yourself Strengthen your domain expertise In addition, Near captive units should change the focus of activities in the IT services space. The goal should be to participate in the end-to-end project life cycle and increasingly be involved in activities like idea generation and end-to-end project planning.