Value creation plan for services company

Situation:

• Leading global service company with private equity backing was struggling to execute its new strategy due to
  • Plethora of projects
  • Lack of focus and resources
  • Constantly changing priorities
  • Significant complexity
• Executive management required support to review, reshape, and set up a revised value creation plan for execution

Actions:

• Established joint, 5-year financial ambition with senior management
• Assessed current project portfolio for strategic alignment, financial impact, and feasibility
• Identified project gaps, overlaps, and synergistic opportunities and agreed value creation levers
• Explored additional growth levers to enhance value proposition and access new revenue streams
• Defined growth levers such as market expansion, and acquisitions
• Broke down financial ambition by country based on market potential and operational capabilities
• Validated targets with country boards and refined
• Organized value creation levers into a global value creation plan (VCP) with clear priorities and structure
• Identified key performance metrics per growth lever and derived integrated operational driver models for bottom-up planning by countries
• Supported countries in bottom-up underpinning of value creation plans
• Conducted review sessions with country teams to challenge their plans and reconcile top-down ambition vs. bottom-up underpinning

Results:

• Defined and agreed financial ambition for company in 5 years
• Developed comprehensive VCP with clear value creation levers
• Underpinned value creation levers bottom-up along operational drivers / KPIs for key countries
• Delivered granular local implementation plans
• Agreed upon required investments and resources aligned with VCP priorities
• Integrated VCP metrics into the company’s performance management process with monthly review cadence
• Mobilized the organization to start VCP implementation