Lanier, John A.
Value-creation in middle market private equity John A. Lanier - Surrey, England : Gower, c2015. - xviii, 306 p. : ill. ; 25 cm.
Cover; Contents; List of Figures; List of Tables; Foreword; Preface; 1 Introduction; What is Private Equity?; What is the "Middle Market?"; Entrepreneurism and Value-creation; The People, Processes, and Tools of Value-creation; Values and Value-creation; Bias Disclaimer; Applying the Points of this Book; Endnotes; 2 Primary Diligence Issues: The Trifecta of Oversight; Management Information Systems; How Does the Company Make Money?; Governance; Endnotes; 3 The Private Equity "Operating Partner"; Investment Team Oversight; Insourced Operators; Outsourced Operators; An Emerging Hybrid. What the Portfolio Company SawThe Right Resources in the Subject Matter Bullpen; Parting Thoughts: The Operational Perspective; Endnotes; 4 The DNA of Packs; Values and Culture; Purpose Statements; Vision Statements; Foundations in Common; Endnotes; 5 The Importance of Strategy; Strategic Thinking and Foresight Principles; Strategic Planning; Endnotes; 6 Innovation and Value-creation; Entrepreneurship, Startups, and Inventions; Creativity versus Innovation; Product versus Process Innovation; Sustaining versus Disruptive Innovation; The Annuity of Serial Innovation. The Role of the Teams in Innovative OrganizationsInnovation in Private Equity; Endnotes; 7 Marketing versus Selling; Marketing; Sales; Endnotes; 8 Leadership Choices and Organizational Design; Leadership Choices; Leadership Challenges for Innovative Organizations; Organizational Design; Acquisition Integration; Organizational Design Challenges Unique to Innovation; Endnotes; 9 Change-management Competencies: A Competitive Ace; Leading Change (Aligning the Head and the Heart); Creating a Shared Need (Shared Purpose); Shaping a Vision (Where is "There?"). Mobilizing Commitment (Rallying Constituents)Making Change Last (Institutionalizing New Behaviors); Monitoring Progress (Measuring to Manage); Changing Systems and Structures (Organizational Architecture); Endnotes; 10 The Legacy Effect; Simple Things, Big Impact; About Generation Y, The Millennials; Endnotes; 11 Wrapping It Up; Endnotes; Index.
Seen as the job creating engine within the US economy, small business is often a prime target market for private equity investment. Indeed, private equity backs over six of each 100 private sector jobs. Both the small businesses in which private equity firms invest, and the private equity firms making the investments, face inter- and intra-company fiduciary leadership challenges while implementing formulated strategy. The architecture of each private equity firm-portfolio company relationship must be uniquely crafted to capitalize on projected ROI that is memorialized in the investment thesis.
9781472444455
2014029595
Private equity funds
Small business--Finance
Business & Economics / Finance
332.63/2044
Value-creation in middle market private equity John A. Lanier - Surrey, England : Gower, c2015. - xviii, 306 p. : ill. ; 25 cm.
Cover; Contents; List of Figures; List of Tables; Foreword; Preface; 1 Introduction; What is Private Equity?; What is the "Middle Market?"; Entrepreneurism and Value-creation; The People, Processes, and Tools of Value-creation; Values and Value-creation; Bias Disclaimer; Applying the Points of this Book; Endnotes; 2 Primary Diligence Issues: The Trifecta of Oversight; Management Information Systems; How Does the Company Make Money?; Governance; Endnotes; 3 The Private Equity "Operating Partner"; Investment Team Oversight; Insourced Operators; Outsourced Operators; An Emerging Hybrid. What the Portfolio Company SawThe Right Resources in the Subject Matter Bullpen; Parting Thoughts: The Operational Perspective; Endnotes; 4 The DNA of Packs; Values and Culture; Purpose Statements; Vision Statements; Foundations in Common; Endnotes; 5 The Importance of Strategy; Strategic Thinking and Foresight Principles; Strategic Planning; Endnotes; 6 Innovation and Value-creation; Entrepreneurship, Startups, and Inventions; Creativity versus Innovation; Product versus Process Innovation; Sustaining versus Disruptive Innovation; The Annuity of Serial Innovation. The Role of the Teams in Innovative OrganizationsInnovation in Private Equity; Endnotes; 7 Marketing versus Selling; Marketing; Sales; Endnotes; 8 Leadership Choices and Organizational Design; Leadership Choices; Leadership Challenges for Innovative Organizations; Organizational Design; Acquisition Integration; Organizational Design Challenges Unique to Innovation; Endnotes; 9 Change-management Competencies: A Competitive Ace; Leading Change (Aligning the Head and the Heart); Creating a Shared Need (Shared Purpose); Shaping a Vision (Where is "There?"). Mobilizing Commitment (Rallying Constituents)Making Change Last (Institutionalizing New Behaviors); Monitoring Progress (Measuring to Manage); Changing Systems and Structures (Organizational Architecture); Endnotes; 10 The Legacy Effect; Simple Things, Big Impact; About Generation Y, The Millennials; Endnotes; 11 Wrapping It Up; Endnotes; Index.
Seen as the job creating engine within the US economy, small business is often a prime target market for private equity investment. Indeed, private equity backs over six of each 100 private sector jobs. Both the small businesses in which private equity firms invest, and the private equity firms making the investments, face inter- and intra-company fiduciary leadership challenges while implementing formulated strategy. The architecture of each private equity firm-portfolio company relationship must be uniquely crafted to capitalize on projected ROI that is memorialized in the investment thesis.
9781472444455
2014029595
Private equity funds
Small business--Finance
Business & Economics / Finance
332.63/2044