Value creation plans are becoming more ambitious, but how often do we test whether the organisation can actually deliver them?
A plan can make financial and commercial sense while placing too much demand on the same people, teams and resources at the same time. We have been looking at how the demands of a strategy interact with an organisation’s ability to deliver it - from leadership capacity and cross-functional dependencies to decision-making, resources and the amount of change underway.
Understanding these constraints earlier can help investors and management teams make better choices about priorities, sequencing and resources, and ultimately improve execution.
