Build the capability a portfolio needs.

01 / THE SITUATION

Which shared capability could change the performance of several holdings?

Several portfolio companies face similar delivery or growth constraints. Repeated external purchases may conceal a common capability the portfolio needs to develop or coordinate.

02 / WHAT VERENTH WOULD EXAMINE

Connect the organisation to the opportunity.

Assess recurring requirements, existing teams, supplier dependence and differences between holdings. Compare shared provision with independent delivery against actual demand.

03 / POSSIBLE POSITIONS

More than one way forward.

• 01A shared specialist operating team
• 02A coordinated delivery partnership
• 03A standalone enterprise serving the portfolio and external customers

Options to assess against the organisation’s capabilities, constraints and market evidence.

04 / THE PROPOSED FIRST INTERVENTION

Make a move that can be evaluated.

Test a clearly bounded shared capability with two willing companies. Agree service ownership, commercial terms and measures of incremental value.

05 / EVIDENCE REQUIRED TO PROCEED

Let the evidence determine what comes next.

Demand from participating companies, service quality, full delivery cost, adoption and the effect on management independence.

• Cost and quality of service
• Adoption by participating companies
• Incremental operating value

Build or expand only when repeated use supports the economics. Consider ownership after the capability’s value and operating requirements are demonstrated.

06 / A PLAN FOR YOUR PEOPLE

Prepare the people as the work changes.

A new organisational position can change the capabilities and roles the work requires. Assess the strengths and aspirations of the people involved, prepare them for new responsibilities and develop wider economic options where roles cannot be sustained.