What can the gods of private equity teach us about managing for the long term? If you think that their lightning reflex, do-what-it-takes approach has nothing to tell us about the long haul, you’d be wrong. Maybe you imagine they simply take a business private, load it with debt, strip its assets, then sell it a few months later for multiples of the purchase price—a strategy that seems decidedly hostile to the long term. But the experience of properties put through what I’d call a “strategy workout” by PE firms suggests that the exercise can actually enhance long-term performance—and that ownership over the long haul is neither necessary nor sufficient to set a company up for the future.
Private Equity’s Long View
What can the gods of private equity teach us about managing for the long term? If you think that their lightning reflex, do-what-it-takes approach has nothing to tell us about the long haul, you’d be wrong. Maybe you imagine they simply take a business private, load it with debt, strip its assets, then sell it […]
Summary.
Reprint: F0707A
When getting a company ready to sell in the short term, it turns out, PE firms employ many of the best strategy practices—use debt aggressively, focus on cash flow, reduce costs, concentrate on the dominant part of the business and sell the rest—that make for success in the long term. They just do it in months, not years.
A version of this article appeared in the July–August 2007 issue of Harvard Business Review.