Private Equity Strategies for Brazil’s New Economic Reality
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.
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.
This playbook shows how they can work toward a carbon-neutral global economy while aiming for high financial returns.
PE-owned firms are lagging their public counterparts on diversity, equity, and inclusion. This needs to change.
The shift to alternative proteins based on plants, microorganisms, and animal cells is just beginning to pick up speed. The market will hit $290 billion by 2035.
Investors must put the technology, data management, and organizational practices in place to support sustainable growth.
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.
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.