The autors report the results of a recent large study of corporate centre transformation: a question which is often an early priority when a new chief executive takes office. This article summarises their approach to corporate centre design which maximises value creation. Recognizing that there are differences in the pattern of headquarters between countries, the authors base their recommendation for corporate centre design process on three roles played by head-quarter staff: minimum corporate parent role, value-added parenting role, and shared services role. A case study of Burmah Castrol is described as na example of the method