Reset value creation plan from overload to delivery
Case study:
Reset value creation plan from overload to delivery
- Situation
- A private equity-backed company had developed a value creation plan, but implementation was making little progress
- Too many loosely defined initiatives competed for management attention
- Responsibilities were unclear, priorities frequently changed and reporting provided little support for management decisions
- Actions
- Agreed a five-year financial ambition covering growth, margins, costs and country contributions
- Reviewed existing initiatives, removing overlaps and activities unlikely to deliver meaningful additional value
- Defined clearer financial contributions, implementation steps and responsibilities for the remaining initiatives
- Prioritized initiatives and developed a realistic implementation sequence
- Linked country plans and operational performance measures to group targets
- Introduced regular management reviews to track progress and resolve outstanding decisions
- Results
- Defined a five-year financial plan targeting more than 50% EBITDA growth, supported by defined initiatives and financial contributions
- Established clear priorities, responsibilities and implementation plans
- Replaced reporting-heavy tracking with regular reviews focused on operational progress and management decisions