One of the main effects of the Covid 19 pandemic has been a substantial increase in the level of uncertainty in the economy. Businesses have been suddenly thrust into a very complex scenario, which demands disruptive thinking to achieve not only success, but often mere survival.
This is therefore an uncharted area, which has obliged Private Equity firms to review their investees and determine whether the talent available is able to rise to the current challenges and the unprecedented crisis. Private Equity firms must take several criteria into account when making decisions, weighing up factors such as increased multi-sectorial complexity and its impact on employees in the different regions and risk types; the challenges posed by business transformation models in the short term; the various regulatory situations to be managed, often within one same company: and the financial risks assumed in acquired companies versus the excess liquidity available to make the most of new opportunities.
This is a scenario that calls for a redefinition of leadership, through a thorough diagnosis of the key factors of business recovery and growth.
An environment that needs strong and innovative leaders who are able to redefine business management and governance criteria, in the face of the new stakeholder map marked by the public-private partnership that has become vital in mitigating the effects of the pandemic.
A report by Blacksmith, the executive search and leadership boutique firm, entitled “Improvement of leadership tools post-Covid 19 in Private Equity businesses” defines the new leadership profile for Private Equity acquired businesses required to navigate the present uncertain scenario brought about by Covid 19.
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