The Moss Group
Value Creation
- Value-Creating Corporate Governance
- Operational Improvement and Change Management
- Strategic Planning
- Strategy Execution
Value-Creating Corporate Governance
The Moss Group believes that operational improvements in conjunction with active and effective corporate governance are the key to value creation. We also believe the first 180 days after a financing event are most critical to laying the foundation to grow revenue, scale processes and meet future expectations. We work with deal teams and private equity general partners before a transaction to build a 90 Day Plan that leads to a Quick Start by the portfolio company. After a transaction, we work with company management to align the strategic plan with the value creation plan and develop KPIs linked to the value creation plan. As part of the first 180 days, we leverage change management best practices to build the internal organizational commitment that will realize the Value Creation Plan milestones and support the implementation of value-adding operational changes. Finally, we design an employee reporting structure to drive accountability through the organization and ensure continued follow-up and problem-solving. Our integrated approach to value-creating corporate governance provides an operational edge to outperform peer organizations.
Operational Improvement and Change Management
In times of economic distress, greater discipline is required to improve operations and create value. The sharp decline of leverage in the global financial system has reduced private equity’s ability to create value through financial leveraging. To succeed in this new environment, private equity must replace passive stewardship with a hands-on approach to building value in portfolio companies. At The Moss Group, we are experts at change. We utilize a structured change management framework to drive operational improvements. We work with key stakeholders and management teams to balance high difficulty / high return projects with "quick wins." that keep management and employees energized and motivated. We also leverage change management best practices to develop organizational commitment to a new entity’s culture and strategy. We build the internal change skills that allow a portfolio company to lead future operational improvement and change efforts independently.
Strategic Planning
The Moss Group defines Strategic Planning as aligning efforts of the organization with a desired future state. For management teams and private equity general partners, the future state of a portfolio company is identified in the value creation plan. Alignment of the portfolio company strategic plan and the value creation plan is imperative to meeting stakeholder expectations. We work with company management teams to identify key performance indicators that link to the value creation plan. We work with investors and management to prioritize and agree upon near-term initiatives and longer-term strategic opportunities. Finally, we fine-tune the operational roadmap with time-lines, milestones and resources.
As part of the Strategic Planning process, we work with the Total Business Success Model aligning culture, people, processes and strategy.
Total Business Success Model
We help an organization position itself for continued long-term success and maximize the performance of its workforce by:
- Aligning the strategic plan with the value creation plan
- Building a values based returns-focused culture
- Implementing value-creating corporate governance
- Getting the right people on the bus
We want your company to outperform and will help you implement proven governance practices that are specific to your business needs.
Strategy Execution
Strategy execution requires organizational alignment with the strategic plan. Strategy is executed when daily actions support strategic initiatives. At The Moss Group, we develop management and employee reporting processes that support regular review of progress against employee key result areas and management operational initiatives. These expectations are built into a company’s performance management approach and regular performance management meetings. We work with company management to develop key performance indicators that are linked to the value creation plan. We build overall performance management processes that fit with your culture. We cascade expectations down the organization chart to support realization of key value creation milestones and operational improvements. By driving accountability into the lower reaches of the organization, we ensure that key people in the company understand what results are needed and when they should be delivered. Aligning the strategic plan with a performance management approach helps an organization enable employees to clearly understand and accept role expectations, provide fair evaluation, and deliver strategic results.