Value Creation philosophy

In simplest form, the science of optimum business effectiveness is to: (i) define strategic objectives, (ii) develop the strategy, (iii) measure and test results, and then (iv) re-evaluate and repeat.

Our armed forces spend huge resource training pre-battle, and debriefing post-battle, as optimum effectiveness is a matter of life or death. The corporate world very rarely exhibits anything even close to this discipline, with decisions regularly based on patchy information and analysis.

As such, most boards simply do not have sufficient quality of information to know with any confidence what is driving the business, where risk lies, or whether decision making is robust.

When crisis kicks in, whether a board member, creditor or shareholder, your outcome is directly linked to your preparation. And through 15-years looking at ~100 stressed/distressed situations in the Eur100m-10bn enterprise value range, those who were prepared can be counted on one hand.

It is not for a lack of governance, or experience, or strategy that businesses fall short of full effectiveness, restricting growth in the good times and magnifying damage in the bad. It is failure to set a structure that allows the key individuals to flourish.

The good news is that, whether in good or bad times, the opportunities to improve business prospects vast. But they are also disruptive and to be a top-10% performer, you need top-10% decision making followed by top-10% implementation. People creatively identifying problems and opportunities, at a time when the skills most in short supply are creative decision making, and leadership. So how do you put yourself up there?

That is where RLT Advisory comes in. Let us walk through your situation, and discuss the most effective path to value-creation. It may not be simple or quick or painless, but it will be a lot simpler and quicker and more painless working with a broad-based turnaround specialist.