The Value Creation Office (VCO) is a powerful concept, but it only delivers results if it is implemented with intention, pace, and clarity. Many organisations falter not because the VCO is the wrong model, but because they launch it quietly, assign it as a side task, or treat it as a temporary fix rather than a strategic enabler.
This week, we explore the practical steps to mobilise a VCO successfully, avoiding common pitfalls and laying the groundwork for sustainability.
Phase 1: Mobilise with authority
The most successful Value Creation Office launches start with three critical enablers:
1. Executive sponsorship
The VCO must be established at the highest level, typically under the COO, CIO, or Chief Strategy Officer. Its authority should be clearly communicated across the enterprise, with a mandate to challenge, coordinate, and intervene.
2. A strong narrative
People resist what they don’t understand. A compelling message around the “why” of the VCO is essential. Is it about unlocking value? Recovering transformation fatigue? Integrating functions? The business must know the purpose.
3. Quick wins
Don’t aim for perfection at launch. Instead, prioritise a handful of high-visibility initiatives where the VCO can demonstrate immediate value through benefit tracking, governance clarity, or resource optimisation.
Phase 2: Establish the operating model
Structure & governance
Davies recommends positioning the Value Creation Office as a horizontal function, cutting across business units. Governance should be streamlined with a central board, cross-functional value leads, and executive forums for prioritisation and escalation.
Core governance components:
- Value realisation board (monthly)
- Programme review cadence (fortnightly or monthly)
- Executive dashboard aligned to outcomes
- Change champions and value owners embedded in delivery teams
Tools & data
The Value Creation Office thrives on real-time insight. Start by building a single source of truth, a dashboard or reporting suite that combines:
- Initiative progress
- Value tracking against KPIs
- Risks, issues, and dependencies
- Forecast-to-benefit mapping
Phase 3: Embed and scale
Build cultural momentum
The Value Creation Office must be positioned as an enabler, not a controller. Its success hinges on trust, collaboration, and transparency. Davies often advises clients to run a “VCO awareness campaign” internally, including leadership briefings, business unit onboarding, and visual identity to distinguish the VCO brand.
Talent and skills
Start small, but bring in the right blend of skills. You’ll need:
- A senior VCO lead with cross-enterprise influence
- Strategic programme managers
- Analysts who can handle metrics and reporting
- People skilled in change, comms, and stakeholder engagement
Avoiding the common pitfalls
| Mistake | Prevention |
| Creating a VCO as a ‘PMO 2.0’ | Clarify the VCO owns outcomes, not just oversight |
| Over-engineering at launch | Start small, scale as maturity grows |
| Failing to gain buy-in | Engage stakeholders early with a clear narrative |
| Treating it as a temporary function | Build a roadmap to embed VCO as a permanent capability |
Deployment checklist
- C-suite sponsor confirmed
- Initial value charter agreed
- Cross-functional team assigned
- First 3 initiatives selected
- Enterprise dashboard designed
- Governance model launched
- VCO capability roadmap drafted
Want support deploying a Value Creation Office? Davies offers VCO-as-a-Service for clients looking to scale rapidly with expert support. Get in touch with the team to find out more.
In week six, we close the series with the long view, exploring how the VCO evolves over time to become a permanent part of your operating model.
