Execution Radar.
Make execution measurable before value is lost.
A Value Creation Plan only creates value if the organisation can deliver it. Execution Radar measures what the plan demands against what the organisation can actually carry — showing where execution pressure is building, when it will bite and what needs to change.
Execution is where much of the value is won — or lost.
PE measures the strategy, financials, operations, leadership and delivery against plan. But one critical question is rarely measured:
Can this organisation actually carry the demands of the VCP?
When it cannot, the problem often remains hidden until it appears in missed milestones, overloaded leaders, failed transformation or financial underperformance.
Invisible until it becomes an outcome
Execution pressure builds before it appears in the numbers. Individually reasonable initiatives can become collectively undeliverable when they land on the same functions, leaders and teams at the same time.
Easy to misdiagnose
A revenue miss can look like a sales problem. CEO overload can look like a leadership problem. Transformation failure can look like a technology problem.
The visible symptom is not necessarily the cause.
Expensive to get wrong
Misdiagnosis leads to the wrong intervention — another hire, a leadership change, more transformation resource — while the underlying constraint remains.
Better evidence changes both what you do and what you avoid doing.
of expected transformation value is lost in the later phases of execution and sustainment
McKinsey · 2023 · n=908of business transformations fail to achieve their original ambitions
Bain & Company · 2024transformation success when companies act across all five stages, from goal-setting through sustaining
McKinsey · 2015 · n=1,713Every major deal discipline has an instrument. Execution does not.
Funds have established ways to measure the asset, financial performance, operations, leadership and progress against plan.
But there is no equivalent measurement system for the point where the plan meets the organisation:
What does this VCP demand?
Can the organisation carry it?
Where will pressure build — and when?
What is actually driving the gap?
Did the intervention work?
Execution Radar fills that measurement gap.
Measure the gap between the plan and the organisation.
Execution Radar translates the VCP into execution demand and compares it with organisational capacity. It combines structured measurement, company evidence and expert judgement to identify where and when execution pressure is building, what is driving it and the intervention most likely to improve it.
Then it re-measures the same execution picture to see whether the intervention worked.
See where pressure will land
Identify when demand exceeds capacity — by quarter, function and critical role. Separate a short-term peak from sustained overload.
Understand the problem
Distinguish a targeted constraint from plan-wide strain — and a volume problem from a capability or operating-model problem. Because more people are not always the answer.
Make a better intervention
Test whether the evidence supports resequencing work, redistributing capacity, hiring, developing capability, changing the operating model — or resetting part of the VCP.
Measure whether it worked
Set leading indicators when the intervention is agreed, then re-measure the underlying execution gap. If the VCP changes, ER re-baselines the picture.
A strong OP or adviser may spot the headline issue.Execution Radar adds a measured, repeatable evidence base that judgement alone cannot provide.
Execution risk can be material to the investment case.
Take an illustrative mid-cap deal targeting £20m of VCP EBITDA uplift. If 70% depends on successful execution and 42% of that value is exposed during execution and sustainment, £5.9m of EBITDA — around £53m of exit value at a 9× multiple — is exposed to execution risk.
ER does not claim to eliminate that risk. The commercial question is whether seeing and addressing even a small part of it earlier can improve the investment outcome.
illustrative exit value exposed to execution risk in the mid-cap example.
Resequence, redistribute, hire, develop, change the operating model or reset the plan — according to the problem the evidence supports.
Track leading indicators and re-measure the execution gap rather than waiting for lagging financial outcomes.
Illustrative example: £20m VCP EBITDA uplift × 70% assumed execution-dependent × 42% execution-stage value leakage × 9× exit multiple. The 42% figure is externally researched; the 70% assumption is a Scalewell illustrative assumption. ER does not claim that all exposed value can be recovered.
See execution risk early enough to act.
Do you have a company where one of these questions is live?
Can the organisation deliver the VCP?
Is transformation running ahead of capacity?
Is the CEO really the constraint?
Where is the plan most likely to come under pressure next?
If so, let's discuss fit, scope and timing.