Value Creation Teams Are Replacing One-Off Operating Initiatives
May 8, 2025
For years, value creation was treated as a collection of initiatives. Margin improvement here. A system upgrade there. A commercial push when growth slowed.
That approach is giving way to something more intentional.
Across private equity and corporate environments, value creation is increasingly being managed by dedicated teams, not ad hoc efforts. These teams are designed to create consistency, accountability, and repeatability across complex portfolios and organizations.
This shift reflects a broader recognition that execution, not strategy, is the limiting factor.
Why value creation is becoming more centralized
Several dynamics are driving this change.
First, operating complexity has increased. Multi-site platforms, add-on activity, and overlapping transformations make it harder for individual leaders to manage execution in isolation.
Second, hold periods are longer. Value creation is no longer front-loaded into the first year post-close. It unfolds in phases, requiring sustained focus over time.
Third, expectations are clearer. Boards and investors want predictability in how value is created, not just confidence in leadership judgment.
In response, organizations are formalizing value creation as a capability rather than a mindset.
Where the old model breaks down
When value creation lives solely with management teams or individual operating partners, several challenges emerge.
Initiatives compete for attention.
Without central coordination, priorities shift and momentum fades as new issues arise.
Execution varies by leader.
Strong operators deliver results, while others struggle, creating uneven performance across the organization.
Lessons are not reused.
Each initiative is treated as unique, limiting the ability to scale what works.
Over time, value creation becomes episodic rather than systematic.
What effective value creation teams look like
Value creation teams that drive impact share a few characteristics.
They:
Own a defined set of operating priorities
Establish consistent execution frameworks
Track progress across initiatives
Coordinate across functions and leadership teams
Surface risks early and intervene quickly
In private equity environments, these teams often sit alongside investment and operating partners. In corporate settings, they may appear as transformation offices or strategic execution groups.
The structure varies, but the intent is the same: make execution repeatable.
How this changes leadership expectations
As value creation becomes more centralized, leadership roles evolve.
CEOs are expected to partner, not carry everything alone.
They set direction and culture while value creation teams drive execution rigor.
Operating leaders gain support and accountability.
Clear frameworks reduce ambiguity and improve alignment.
Boards gain visibility.
Progress is measured consistently, improving confidence and decision-making.
Leadership is no longer about heroic execution. It is about orchestrated execution.
When value creation teams add the most value
We see these teams have the greatest impact when:
Organizations are managing multiple initiatives simultaneously
Add-on activity creates integration complexity
Performance improvement is required across multiple sites or functions
Leadership transitions are occurring alongside operational change
Consistency across portfolios or business units matters
In these environments, central coordination accelerates results.
Looking ahead
As execution demands increase, value creation teams will continue to expand in scope and influence.
Organizations that invest in these capabilities create leverage, reduce friction, and improve outcomes across leadership teams. Those that rely solely on individual effort often struggle to scale success.
In today’s environment, value creation is no longer a side function.
It is an operating system.
About the Author
Jarrod Gray
Senior Client Partner
Jarrod Gray is a Senior Client Partner at Morgan Samuels, where he advises private equity sponsors, portfolio companies, and corporate leadership teams on senior executive search and leadership transition decisions.
With nearly two decades of experience as a senior finance leader, Jarrod brings an operator’s perspective to executive search, grounded in firsthand leadership across finance, operations, and cross-functional teams. His background as a CFO enables him to deeply understand the demands placed on executives navigating growth, complexity, and performance accountability.
This perspective reflects patterns observed across leadership engagements where financial rigor, operational alignment, and execution discipline are critical to long-term value creation.