The Value Gap

Most organisations do not lack plans, initiatives, governance or hard-working people. Yet value can still be lost when reality changes faster than leadership decisions.

The Value Gap helps executives look beyond activity and status reporting and ask a more important question: Is the effort already in motion still creating the value we expect — and what should we decide now?

This is not a book about technology. It is about leadership judgment, better signals and more consequential decisions. The principles can be applied manually in existing leadership forums. Technology can help when organisations need to gather signals repeatedly and apply the discipline across many efforts at scale.

What leaders can gain from the book:

The central idea is simple: Effort is not value. Continuing an initiative may be exactly the right decision — but continuation should result from current evidence and judgment, not simply from an earlier approval or the absence of a new decision.

The book is written for executives who want a practical way to challenge important efforts without introducing another management system, governance layer or reporting bureaucracy. It shows how to bring changing reality, relevant organisational signals, realistic alternatives and trade-offs into the leadership conversation — and turn that conversation into action.

If you are responsible for strategy, transformation, major investments or a portfolio of important initiatives, then feel free to contact us and request your copy of The Value Gap.

It may help you look differently at one deceptively simple question:

What decision does this effort now deserve?

The author, Erik Maltby, is co-founder and CEO of Benelizer, and the ideas in The Value Gap are naturally connected to Benelizer’s work with organisational signals and leadership decisions. However, the book is not a product introduction or a technology book. Its principles are intended to stand on their own and can be applied manually in existing leadership forums. Technology may help organisations apply the approach repeatedly and at scale, but it supports the leadership logic — it does not define it.