Failure Case Study | Your Value Creation Plan Isn't the Problem, Your Relationships Are: How Misalignment between PE, CEOs & CTROs can Undermine Even the Strongest Value Creation Strategy

Value creation is often presented as a problem of strategy, execution, capital and capability. But there is another variable that can determine whether a plan succeeds or struggles: the relationships between the people responsible for delivering it.

Across more than 15 businesses, Victor Vadaneaux, Former Chief Executive Officer, Aqualung Group, experienced first-hand how relationships between PE investors, CEOs, management teams, Chairs and CTrOs can become one of the biggest – and least visible – risks to value creation.

This aggregate failure case study, written by Victor, examines what happens when the relationships behind the value creation plan start to fail – and what leaders can do differently.

Download to discover more about:

• How trust erosion and misalignment can quietly undermine value creation
• Why PE teams can become too removed from customers, frontline operations and business reality
• How confirmation bias, sunk-cost thinking and delayed leadership decisions can compound value leakage
• Why post-deal re-diligence is critical when the original investment thesis no longer reflects reality
• How CEOs, CTrOs, Value Creation leaders and PE teams can create the alignment needed to challenge assumptions and execute together

Don't let relationship risk undermine your next value creation opportunity. Download the case study to uncover the warning signs – and learn how leading PE, CTrO and Value Creation teams can build the alignment needed to deliver.