Map the leadership market before you build the longlist.
A leadership mandate depends on who runs what today, who they report to, who moved recently and who sits one step below.
- Centre context
- Leadership structure
- Successor pool
Executive search · leadership market
Map the organisation before naming candidates.
Mandate context
The centre and its leadership shape
Centre leadership
Scale · capabilities · sites
Function
Level
Reporting line
Read the evidence
See what the product puts in front of you.
Choose a view to inspect. These are product captures; demo-data views are marked.
Sample data- 2,557
- company profiles
- 4,477
- GCC centres
- 2.99M
- people in GCCs across India
- 33
- Indian cities with a centre
- Leadership profiles
- 500K+
- Senior professionals and leadership intelligence
- Intelligence fields per company
- 300+
- Multidimensional company, workforce, hiring and market intelligence
- Daily workforce movement signals
- 2,500+
- Observed career and workforce transitions
Go deeper
The detail behind the decision.
Open a chapter for the full context, the evidence to inspect and the limits of the view.
Chapter 01
Who currently owns this function?
Build the picture of the market the mandate sits in before any name goes on a list.
Read this chapter
For a given function, see the leaders at the GCCs that matter to the mandate: the head of the centre, the functional heads, the CXOs the centre reports into. You see the person, the level, the site and what the function covers, for one company or across a peer set.
Chapter 02
What does the reporting structure look like?
Judge fit on scope and reporting line, not on the title.
Read this chapter
A title means different things in different centres. Read each centre's organisation function by function, and see where the role in your brief sits: what it manages, who it reports to, whether it is a site role or a global one. That is what tells you whether a candidate is a genuine comparable or a name with the same title.
Reading a leadership market
The order a mapping exercise follows on the platform.
- 01
The centre
Its size, its capabilities and its sites.
- 02
The structure
Functions, levels and reporting lines.
- 03
The leaders
Who holds each seat, and the career behind them.
- 04
The pool one step below
The senior profiles who are ready for the seat.
Chapter 03
Who are the comparable leaders?
Set the profile for the search from how comparable seats have actually been filled.
Read this chapter
Find the leaders running functions of the same size and kind at peer centres, and read their paths: which employers they came from, how long they stayed, whether they came through a GCC or from the parent. The comparison shows what the market treats as a credible background for the seat.
Chapter 04
Where is the senior talent market?
Size the market you are searching and name the companies to approach.
Read this chapter
Beyond the incumbents, see where senior people in the function are concentrated: which companies, which cities, how many are at director level and above. Competitor leadership sits next to this, so you know which centres you are drawing from and which are likely to draw from you.
Chapter 05
Who moved recently?
Time an approach with what has just changed.
Read this chapter
Appointments and departures change a market. A vacancy at a peer, a new head hired from outside, a function that just got a new reporting line: all of it alters who is available and who is not. These moves are tracked and tied back to the company they happened in.
Chapter 06
From the map to the longlist
Start the longlist with context for every name on it.
Read this chapter
Once the market is mapped, describe the profile and the closest leaders come back, with the reason each one fits. Contact details are available where they are held, and the longlist can be shared as a list your team works from.
Questions this evidence can answer.
- 01
Who runs engineering at the ten largest financial-services GCCs, and who do they report to?
- 02
Which comparable leaders came to their seat from the parent company and which from outside?
- 03
Where are the directors and vice presidents of data and analytics concentrated?
- 04
Which GCC heads have changed in the last twelve months?
- 05
What does the structure around a head of cybersecurity look like at a peer centre?
Coverage and limits
What is held today, and what is still next.
Held today
- Organisation structure and leaders by function and site, for the centres covered so far
- Leader search: describe who you need and see the closest profiles
- Verified, scored stories about leadership changes, tied to the company
- 2,557 company profiles for context on each centre
Coming next
- Complete leadership maps for every company
- Reporting-line comparison across a whole peer set in one view
4 held today · 2 coming next
Definitions for this view
The terms on this page, defined.
Every figure on a CapSight page comes with its definition, so you never have to guess what a number is counting.
- GCC
- A Global Capability Centre: a centre a company runs in India for its own global work, such as engineering, analytics, finance, operations or support. It is part of the company, not an outside vendor.
- Platform Industry
- The one industry grouping CapSight uses for every company, so a filter or a chart means the same thing on every page. There are 10.
- Tier 1 and Tier 2 cities
- Tier 1 is the eight established hubs: Bengaluru, Chennai, Hyderabad, Mumbai, Pune, Delhi NCR, Kolkata and Ahmedabad. Every other city is Tier 2.
- CTC
- Cost to company: the annual total an employer commits to one person, shown in lakh rupees. One lakh is 100,000.
- Percentile band (P25, P50, P75, P90)
- P50 is the median: half the people in the sample earn less. P25 and P75 mark the edges of the middle half, and P90 marks the top tenth. A pay figure is always read with its band.
- Build journey
- A documented account of how a comparable centre started: its first city, its first team and how it grew, with each figure cited to its source.
Take the next step
Map the market for the next mandate.
Start from one company's organisation, then widen to its peers.