PE executives are stuck between a rock and a hard spot. Pressure to drive company performance has increased with prices. On the other hand, the creative workforce needed to drive value creation increasingly has other priorities, like “work-life-balance”. It is getting harder for leaders to make the bridge and activate their organisations.
This month’s InFocus features a column from RealDeals magazine on the levers of influence senior leaders can use to inspire their organisations to deliver outstanding results without having to apply authoritarian control.
PE Leadership influence – being liked and feared
This is the first article in a three-part series on designing and implementing a fit-for-purpose Target Operating Model. The series provides a practical roadmap for…
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Liquidity has become the defining constraint in today’s private equity markets. Where timing and financial engineering once drove distributions, funds are now facing longer holding…
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Private equity investors and executive teams rightly focus on operating model design as a core lever for value creation. The right structure can accelerate growth,…
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