Private Equity Survey 2011

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1 Private Equity Survey 2011 Success of portfolio companies through quality of management and organization. Herman D. Koning Ron Jansen February 9,

2 This afternoon Reception Welcome by Ron Jansen/Herman D. Koning Survey results Eric Pelletier (Managing Director Key Clients Europe, Hay Group) Break Louwrens Dijkstra (CEO Hyva) Discussion Closure and drinks 2

3 3

4 4

5 Survey results

6 Talking about management and organization 51 participating private equity firms More than 600 companies in portfolio Over 3000 senior executive team members within portfolio companies Focus on: Focus on: 80% 70% 60% 50% 40% 30% 20% 10% 0% Venture capital Buy Out Growth Capital Restructuring 6

7 Developments we see in your industry in recent years Increased competition between PE firms Companies are held in the portfolio for a longer time Deals are less leveraged Firms are more selective in their deals 7

8 Changes in your industry? Increasing need for long term multi-year improvement strategies for value creation in portfolio companies... this means private equity groups need the vision, patience and the constancy of leadership in portfolio companies Need for full in house multi-functional skill set, or external partnering, for commercial assessment, operational efficiency, change management, human capital 8

9 What are you telling us in this survey about drivers for value creation? 9

10 Drivers for value creation: nr. 1 organic growth Estimated over the last 5 years, how is value creation within a portfolio company distributed over the following topics? Improving the efficiency of business processes (%) Organic growth (%) Growth through acquisitions (%) Leveraging and Other (%) 10

11 Drivers for value creation: nr. 1 organic growth Estimated over the last 5 years, how is value creation within a portfolio company distributed over the following topics? Managing of internal business process improvement is the number 1 value creation strategy Improving the efficiency of business processes (%) Organic growth (%) Growth through acquisitions (%) Leveraging and Other (%) 11

12 Quality of management is the decisive factor in value creation 83% of participating firms state that more than 50% of value creation depends on the quality of management: What part of value creation during the investment period depends on the quality of management, estimated over the past 5 years? 17% 37% 30-50% 50-70% % 46% 12

13 What are you telling us in this survey about the quality of management? 13

14 What do you look at when assessing management? What are the most important things you focus on when you assess the management of a company? Current performance Performance over the last 5 years Ability to collaborate as a management team Ability to make tough decisions Entrepreneurial drive, proven track record Individual quality of senior team members 14

15 What do you look at when assessing management? Proven track record is what you assess in management 70 What are the most important things you focus on when you assess the management of a company? Current performance Performance over the last 5 years Ability to collaborate as a management team Ability to make tough decisions Entrepreneurial drive, proven track record Individual quality of senior team members 15

16 Your ratings for the key capabilities of the CEO and CFO Change Management and People Leadership are generally low 80 Please select the top 5 capabilities for the CEO/CFO who will be running the company. Rank from 1 to 5 where 1 is highest and 5 is lowest CEO CFO Industry expertise Financial expertise Strategic vision Change management Entreprenership People leadership Stakeholder management Emotional stability Openness to feedback 16

17 So how do you assess leadership qualities? Most popular is taking references 80 How do you assess the management and leadership qualities during the due diligence process? Rank from 1 to 3 where 1 most important Through the management information provided in data room Take references Gut feel during meetings with management Extensive interviewing of management Assessments by external party Other 17

18 So how do you assess leadership qualities? Most popular is taking references, but what is driving your assessment is gut feel and way of interviewing 80 How do you assess the management and leadership qualities during the due diligence process? Rank from 1 to 3 where 1 most important , Through the management information provided in data room Take references Gut feel during meetings with management Extensive interviewing of management Assessments by external party Other 18

19 Direct correlation between way of assessing management and value creation? PE firms with a CEO and CFO turnover of < 20% during the investment period state that: Their no.1 way of assessing management during due diligence is extensive interviewing of management PE firms with a CEO and CFO turnover of > 20% during the investment period state that: Their no.1 way of assessing management during due diligence is gut feel during meetings with management 19

20 Which difficulties do you encounter when assessing management? Assessments of management is not an easy job. 75% of respondents say they are encountering difficulties in the process What difficulties do you encounter trying to assess the quality of management? No difficulties No time in the acquisition process to get to know management Too threatening for current management/ could affect retention A thorough human capital DD decreases the likelihood of winning the deal Discomfort around bringing in an external party to conduct assessment Other 20

21 Improvements possible in your management due diligence? More than 80% wants to improve the management due diligence 60 What significant improvements could be made in the way you currently do your management team due diligence? Spend more time with management before the deal More in depth analysis of management through systematic assessment/ management audits Working with an external provider for management assessments Check references more thoroughly Make a management audit part of the vendor due diligence Agreement with all private equity firms that a management assessment is common practice in DD None Other 21

22 Improvements possible in your management due diligence? More than 80% wants to improve the management due diligence Strengthening of assesment capability is key 60 What significant improvements could be made in the way you currently do your management team due diligence? Spend more time with management before the deal More in depth analysis of management through systematic assessment/ management audits Working with an external provider for management assessments Check references more thoroughly Make a management audit part of the vendor due diligence Agreement with all private equity firms that a management assessment is common practice in DD None Other 22

23 Leadership development during the value creation process Do you invest in the development of management team members during the investment period? 33% 12% 45% No Executives of investee company decide on this topic Yes, through training and development Yes, through coaching Other Less than 50% of firms invests actively in leadership development during the investment cycle 23

24 Leadership development during the value creation process Do you invest in the development of management team members during the investment period? 33% 12% 45% No Executives of investee company decide on this topic Yes, through training and development Yes, through coaching Other Less than 50% of firms invests actively in leadership development during the investment cycle Talking about leadership: PE firms who use the leadership / HR expertise show a 50% quicker response in change of management 24

25 What are you telling us in this survey about the quality of organization? 25

26 Back to the beginning Estimated over the last 5 years, how is value creation within a portfolio company distributed over the following topics? Managing of internal business process improvement is the number one value creation strategy Improving the efficiency of business processes (%) Organic growth (%) Growth through acquisitions (%) Leveraging and Other (%) 26

27 Gap between post deal importance and pre deal attention Efficiency of core processes Lean and mean organization Decision making processes and knowledge sharing Sales force effectiveness Pre Deal Post Deal ** ***** * *** * **** ** ***** 27

28 You want to enhance value creation by broadening your scope during due diligence Management, Operations, Commerce and Organization will receive more attention Distribution of own time Distribution of external fees Components respondents want to give more attention to 10 0 Financial DD (%) Commercial DD (%) Operational DD (%) Organizational DD (%) Management DD (%) Tax DD (%) Legal DD (%) Other (%) 28

29 Potential for improvement Management is the most important value driver. Finding practical ways of overcoming assessment difficulties is valuable Assessing management on more than gut feel has a positive effect on value creation Managing of internal business process improvement is the number one value creation strategy, however the critical competencies for realizing this, Change Management and People Leadership, are not enough in sight You experience constraints in your ability to realize operational and commercial value creation. Increase focus during DD on these aspects and focus on development of commercial and operational capabilities during the value cycle 29

30 Al bijna 20 jaar werken wij samen met een groot aantal vooraanstaande participatiemaatschappijen in de Benelux en London. Professionals Leidende positie in de invulling van vacatures voor professionals binnen private equity huizen: van analist tot partner niveau. Van controller tot legal counsel. Directie / RvC Een zeer succesvol en gedegen trackrecord en dito reputatie met de invulling van posities (interim en vast) binnen portfolio companies op het niveau van: Management en Directie (CEO, CFO, CCO) Raad van Commissarissen (met industrie of functionele kennis) Human Capital Advies Pré en post deal spelen wij proactief een rol bij private equity huizen als het gaat om de kwaliteit en het potentieel van het management van portfolio companies. Uiteindelijk blijkt dit de key driver te zijn voor een succesvole investering. Kijk voor ons trackrecord op: Of neem voor meer informatie contact op met: Ron Jansen +31(0) Kasper Pruijsen +31(0) Ebbinge & Company Ebbinge House De Cuserstraat CN Amsterdam Hay Group is een wereldwijd organisatieadviesbureau. Samen met het management van organisaties maken we de strategie concreet. We ontwikkelen talent, zorgen dat mensen effectiever werken en dat ze gemotiveerd zijn om optimaal te presteren. Met ruim mensen, werkzaam in 85 kantoren in 47 landen, werkt Hay Group voor ruim internationale bedrijven en organisaties. Ruim 60 jaar staan wij bekend om ons gedegen onderzoek en het grondige karakter van ons werk. We geven klanten een vernieuwende kijk op de eigen organisatie, een efficiente aanpak en duurzame resultaten. Hay Group werkt zowel samen met PE firma's als hun portefoliobedrijven in de pré deal en post deal fase. Onze ondersteuning varieert van management en organisatie audits in de due diligence fase tot het ondersteunen van het management van portfoliobedrijven bij het uitvoeren van hun value agenda. Hierbij gaat het zowel om vragen als organisatieinrichting, top-line groei en kosten efficiency, als om het bouwen van effectieve management teams. Of neem voor meer informatie contact op met: Herman D. Koning +31 (0) Joel aan t Goor +31 (0) Hay Group bv Postbus BD Zeist 30

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