{"id":28611,"date":"2025-07-22T14:00:12","date_gmt":"2025-07-22T13:00:12","guid":{"rendered":"https:\/\/davies-group.com\/consulting\/?post_type=blog&p=28611"},"modified":"2026-01-20T14:45:03","modified_gmt":"2026-01-20T14:45:03","slug":"mobilising-the-vco-from-setup-to-sustainability","status":"publish","type":"blog","link":"https:\/\/davies-group.com\/consulting\/blog\/mobilising-the-vco-from-setup-to-sustainability\/","title":{"rendered":"Mobilising the VCO: From setup to sustainability"},"content":{"rendered":"

The Value Creation Office (VCO)<\/a> 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 \u00a0launch it quietly, assign it as a side task, or treat it as a temporary fix rather than a strategic enabler.<\/p>\n

This week, we explore the practical steps to\u00a0mobilise a VCO successfully, <\/strong>avoiding common pitfalls and laying the groundwork for sustainability.<\/p>\n

Phase 1: Mobilise with authority<\/h2>\n

The most successful Value Creation Office launches start with three critical enablers:<\/p>\n

1. Executive sponsorship<\/h3>\n

The VCO must be established at the highest level, typically under the COO, CIO, or Chief Strategy Officer. Its authority should be\u00a0clearly communicated across the enterprise<\/strong>, with a mandate to challenge, coordinate, and intervene.<\/p>\n

2. A strong narrative<\/h3>\n

People resist what they don\u2019t 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.<\/p>\n

3. Quick wins<\/h3>\n

Don\u2019t 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.<\/p>\n

Phase 2: Establish the operating model<\/h2>\n

Structure & governance<\/h3>\n

Davies recommends positioning the Value Creation Office\u00a0as a horizontal function<\/strong>, cutting across business units. Governance should be streamlined with a central board, cross-functional value leads, and executive forums for prioritisation and escalation.<\/p>\n

Core governance components:<\/h3>\n