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Chief performance officers can be a secret ingredient for private equity success. Here’s why

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AN ARTICLE A DAY, PICKED BY OUR EDITORS

Edited by Stephanie d’Arc Taylor
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Does your company have a people person? Most organizations are only as good as their people, and this can be particularly true in the world of private equity, where investors often make bets on management and its ability to change a company’s destiny. Larger private equity firms seem to have gotten the memo: according to a recent McKinsey survey, half of PE firms with more than $2 billion in assets under management had a Chief Performance Officer, whereas only two out of 13 smaller firms employed a CPO. For operations teams of any size, though, not having a CPO may represent a missed opportunity: CPOs can confer on their organizations a talent edge in an industry where human capital makes a crucial difference, write partner Claudy Jules and senior partner Jason Phillips in a new article. Click here to read more on why CPOs can be a secret ingredient for private equity success—and tips on how to hire one.

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Chief performance officers can be a secret ingredient for private equity success. Here’s why

Operating groups gain an edge when they add a CPO, but these roles are still rare in private equity firms. That should change.

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Chief performance officers can be a secret ingredient for private equity success. Here’s why