The Promise for Private Equity in Asia-Pacific
The PE market is growing—and changing—faster¬ in the APAC region than elsewhere. To succeed in this dynamic environment, firms must focus on five key priorities.
The PE market is growing—and changing—faster¬ in the APAC region than elsewhere. To succeed in this dynamic environment, firms must focus on five key priorities.
For now, corporate sustainability spending may be curtailed. But investors believe that in the long run, ESG will remain a powerful driver of portfolio performance.
Championing inclusiveness at the highest levels of portfolio companies is the right moral choice—and it has practical benefits, too.
And that means owners need to start thinking and acting like private investors.
Is blockchain a source of gold or just a shiny object? Investor interest is high, but so is uncertainty. Here are some guardrails for assessing this exciting but still emerging technology.
The technology has real potential, but it’s no panacea. What to look for when evaluating the immediate and long-term benefits of blockchain-enabled counterfeit protection.
Direct private equity investment can deliver outsize returns, but that comes with a cost. To preserve value, funds must establish strong organizational supports and match their level of engagement with appropriate resources.
Leaders hone tools to access new technologies and accelerate innovation.
After a rapid boom (and bust), the country now offers strong options for firms looking to diversify in an emerging market. To capitalize, they’ll need to focus on five priorities.
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.
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.
Private equity firms can deploy digital capabilities to achieve significant differentiation and deliver extraordinary and sustainable returns well into the future.
Companies are using digital technologies to unlock new sources of economic value—but it takes more than technology alone. Leaders have to build a strong digital culture.
Business leaders should consider five questions as they rethink their innovation strategies for the digital age.
Using a three-part approach, companies can redesign processes and choose the right tools to unlock the real value of digital technology in support functions.
