VALUE CREATION EXECUTION

Put Your Growth Plan Into Action and Achieve the Results You Aspire To

Where Value Creation Planning defines the growth plan and plots a roadmap to achieve long-term goals, Value Creation Execution involves the day-to-day implementation of the plan in the real world.

Poor execution is the single biggest obstacle to the success of many growth plans. Attain Growth Advisors helps small and midsized businesses transform their value creation plans into realized objectives by partnering with them to stay committed to their vision, prioritize activities that create value, and adapt to unanticipated challenges.

Value Creation for Businesses in Transition or Preparing for Sale

A Process That Relentlessly Focuses On Value Creation

Value Creation Execution starts by prioritizing high-impact, one-year outcomes that will move the business closer to the long-term growth goals. Typical one-year outcomes may include increasing a firm’s revenues, decreasing operating costs, or expanding its customer base.

Once one-year outcomes are defined, key initiatives (typically at most five) are identified for the next year to achieve those outcomes. These key initiatives are determined by asking two questions specific to the realities of a particular business: What drives business value, and what kills business value?

To focus the leadership team and uncover initiatives with the greatest potential to achieve the one-year outcomes, these questions are answered in the context of six dimensions of business value

Six Dimensions of Business Value

Sprint Cycles Create Accountability and Rhythm

The key initiatives are delivered through a series of sprint cycles – time-based periods (typically 90 days) that instill execution discipline by allocating firm resources, creating performance milestones, and establishing rules of engagement for accountability.

Workshops are held at the end of each sprint cycle to assess progress, provide guidance, and recalibrate priorities if needed. These workshops also address misalignments of resources, processes, or roles and responsibilities.