Enterprise value improvement
The report is there: eight drivers with a maturity score and evidence, the owner dependency index, an indicative bandwidth with the sensitivity per driver, and the two-year calendar. What happens next is your choice. There are three routes, and they differ in who does the work — not in what the report says.
You receive a route map per driver: for management information, for example, which reports need to be set up, in what rhythm, and with which single source of truth. Complete with clocks and templates, so the calendar isn't just a list of dates but an executable plan.
This route fits when you yourself, or someone on your team, has the capacity and the mandate to work structurally on the drivers — setting up reporting, establishing a decision-making structure, reducing customer concentration. It's about persistence over multiple quarters, not a one-off action.
What you need to be able to do yourself: monitor the calendar without external pressure, and have the discipline to keep going even when daily operations call. Doesn't fit? If no one in the organization has the time or authority to execute the route maps, the report will sit unused. In that case, partially guided or outsourcing is a more realistic starting point.
You bring in a partner for the drivers that weigh most heavily — often professionalizing management information or setting up a succession structure — and keep the rest in your own hands. The tool keeps monitoring the calendar: what needs to happen, when, and what changes in the bandwidth in the meantime.
This route fits when one or two drivers clearly weigh down the bandwidth and require specialist knowledge that isn't currently available, while the remaining drivers can be tackled internally using the route maps from route 1. It's a hybrid form: targeted deployment on the bottleneck, own control over the rest.
What you need to be able to do yourself: determine which driver justifies the external involvement, and keep tracking progress on the other drivers yourself. Doesn't fit? If nearly all drivers score low and are interrelated — weak management information, high owner dependency, no established decision-making — then partial deployment is often not enough to noticeably shift the bandwidth.
You set up a full track with a partner, aimed at preparing for an exit, with the report and the calendar as the file. The partner works through the drivers one by one, measures progress against the same eight drivers along the way, and reports along the same structure.
This route fits when the time horizon is short, internal capacity is lacking, or multiple drivers require attention at the same time while day-to-day business operations leave no room for an internal track. It also makes sense when owner dependency itself is one of the heaviest bottlenecks — meaning someone else is precisely what's needed to drive the process — outsourcing is the obvious choice.
What you need to be able to do yourself: be able to assess the track at a high level, even without being involved in it daily, and know when the report and the calendar no longer match reality. Doesn't fit? If the bandwidth already scores high and there are still years of time, a full track is often heavier than necessary — in that case the route maps from route 1, possibly supplemented with targeted deployment from route 2, will suffice.
None of the three routes changes what the report says. The eight drivers, the scores, the bandwidth and the calendar are fixed after the intake. The routes differ in who executes the calendar — you, a partner on parts of it, or a partner on the whole. More about how that intake comes about can be found on how it works; what exactly the report contains, you can read on what it is. Anyone who, after reading about the eight drivers, wants more background on valuation logic or management information will find further depth in the knowledge base.
The partner from route 2 and route 3 always comes after this report and outside this tool — the report serves as a file, not as a sales argument for a track.
The eight drivers and the calendar are strategic: they say what needs to happen, not what that looks like in tasks and hours. Anyone who wants to make that translation — which tasks, which hours, which systems — will find that at the work scan on ftetoai.com.