Reset value creation plan from overload to delivery
Case study:
Reset value creation plan from overload to delivery
- Situation
- Private equity-backed company had defined a value creation plan but execution stalled under the weight of initiative overload
- Too many loosely defined and largely incremental initiatives were launched in parallel resulting in “more of the same” and little tangible progress
- Ownership was unclear, priorities shifted frequently and reporting evolved into a complex monitoring exercise with limited decision value
- As a result, the plan failed to translate ambition into execution and measurable impact
- Actions
- Set a joint 5-year financial ambition and translated it into clear choices across growth, margin, cost and country contributions
- Reviewed and rigorously restructured value creation levers by cutting overlaps, complexity and initiatives without clear change and dominated by “more of the same” day-to-day activity
- Strengthened the remaining initiative concepts and supporting materials, sharpening value logic and execution steps from market standard to best-in-class
- Sequenced the refined initiatives into realistic execution waves aligned with available capacity
- Anchored each lever with clear ownership, driver-based metrics and bottom-up country plans
- Established a structured governance cadence to reconcile country plans with overall ambition on a regular basis
- Results
- Agreed a 5-year ambition targeting >50% EBITDA uplift underpinned by concrete initiatives and execution priorities
- Shifted from finance-only tracking to operational driver logic linked to management decisions
- Created clear ownership and a delivery cadence that turned the plan into a management tool rather than a planning and reporting exercise