Michael Brigl ist Kernmitglied der BCG-Praxisgruppe Principal Investors & Private Equity, für die er die globale Leitung der Produkt- und Wissensagenda innehat. Außerdem ist er Mitglied der Praxisgruppen Industrial Goods und Corporate Development des Unternehmens.
Seit er im Jahr 2005 zu BCG kam, leitet Michael die Aktivitäten im Bereich strategische Due Diligence in Private Equity für Medizintechnik-, Industrial-Goods- und Consumer-Goods-Unternehmen. Er hat zudem mit Kunden an zahlreichen Private-Equity-Portfolio-Projekten gearbeitet und unterstützte sie bei der Entwicklung von Programmen für Salesforce-Effectiveness, Markteinführungsstrategie und Kostenreduzierung.
Michael führte Markt- und Zielbewertungen für Unternehmen in den Bereichen Gesundheitswesen, Verbraucher, Industriegüter und Energie durch und ist Koautor der BCG-Private-Equity-Reports.
Vor seiner Zeit bei BCG war Michael für PwC Consulting in London tätig und fokussierte sich auf Projekte für Kostenreduzierung und Leistungsmanagement.
Continued innovation during times of crisis can yield huge dividends, but first companies must critically assess their venturing activities.
Collaborations between large established companies and small innovative newcomers rarely involve “and they lived happily ever after” scenarios. But the right foundation can greatly increase their chances of success.
PE-owned companies tend to lag behind their non-PE-owned peers in digital maturity. BCG’s approach to digital value creation can help PE firms address this gap—unlocking hidden value in their portfolio companies, boosting returns for investors, and differentiating themselves amid the intense competition for deals in today’s marketplace.
And that means owners need to start thinking and acting like private investors.
Leaders hone tools to access new technologies and accelerate innovation.
Even with capital and competition at all-time highs, growth is possible for PE firms that rethink value creation.
BCG’s Digital Acceleration Index tool helps private equity firms evaluate their portfolio companies’ ability to create value through digital—and launch the right digital initiatives to boost companies’ value creation.
PE firms must prepare to capitalize on the wave of software companies hitting the buyout market. Software industry expertise is essential for capturing outsized returns.
Nearly ideal market conditions in private equity will not last. Top firms will adapt by improving internal processes, creating better talent strategies, and finding new ways to deliver value.
There’s more to innovation than internal R&D and traditional M&A. Incubators, accelerators, corporate venturing, and strategic partnerships can kick-start innovation—and growth—at your company.
