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Guest Writer

When private equity firms look to make acquisitions for their portfolio companies, they often assess potential targets through a standard organizational lens.
Rather than desperately searching for the next elusive unicorn, PE fund managers might instead have better luck looking at what’s already sitting in their portfolios.
Private equity success will be predicated on balancing record growth and new deals with better risk management, improved visibility and optimized supply chains.
For many non-profits and faith-based organizations, tech access and utilization is, well, often a matter of faith. But their ecosystem is ripe with opportunities for innovation and success.
Forecasters have put the price tag for the global transition to a low-carbon economy at $100trn over the next 30 years.
Is stress, or even distress, inevitable for portfolios? Here’s what to look for – and how to change course before it’s too late.
The world is still reliant on fossil fuels and we don’t yet have the infrastructure to support a rapid transition away from that energy source. Instead, we need to use the tools we already have to get to net-zero.
Even as firms keep a closer eye on their own internal talent pipeline and adjust their strategies for recruiting and engaging with employees accordingly, they must also be mindful of the effects of labor market constriction on their portfolio companies.
Under the new proposal, PE managers would be required to file reports on certain events within one business day, including the removal of a fund’s general partner, the termination of a fund’s investment period and more.
Two strategies for driving growth that are particularly effective are transformative combinations and research & development optimization.

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