ABSTRACT
The position along the curve should compel leaders to react and address any inherent threats to the organization. Decisions resulting from this examination might include markets, products, organizational design, and employee behaviors. In this regard, the private equity industry and its portfolio companies are standard bearers for demonstrating the value-creating potential of middle market companies whose leaders are scaling efficient, innovative, profitable business models. Private equity firms have fiduciary responsibilities to create value for the limited partners of their funds. C-level leaders have the same obligations for their shareholders; however, the dynamic changes once the private equity firm controls the board. Everything the private equity firm does brands the firm to its limited partners, lenders, vendors, prospects, portfolio companies, investment bankers, intermediaries, and potential buyers. Similarly, everything the portfolio company does brands the organization to its supply chain stakeholders. Both parties should resolve to brand themselves with the leadership excellence commitment, seasoned by the odyssey of continual improvement.
