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  "documentTitle": "Conquering the next value frontier in private equity",
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      "text": "While ESG as a value creation lever ranked among the ten least used levers by PE firms globally, when taken for EU respondents only, it ranked in the upper half.",
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      "text": "ESG is clearly a critical emerging theme for the PE sector. There has been more and more hiring of specialists and partners. Increasingly, limited partners are requiring disclosures and looking for ESG to be part of planning.",
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      "text": "PE firms pushing for a multiple on invested capital (MOIC) beyond 3x likely will need to combine levers that have been historically proven with a wider range of operational approaches. Most leaders reported using modular operating platforms—independent, discrete capabilities or technologies that can be “plugged and played”—in some parts of their business. They believe such solutions create strong benefits for time to and value at exit (see Figure 4).",
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      "text": "Shared capabilities at the PE firm level are also beginning to be embraced by many firms. What is somewhat surprising: only a minority of leaders employ other approaches they identify as delivering value creation at almost equal levels: pre-configured solutions, capabilities-as-a-service and the outsourcing of non-core functions. Incorporating these new approaches and executional paths more often can bring significant benefits to hold times and value at exit.",
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      "text": "Despite an increased focus on environmental, social and governance (ESG) in industries around the world, it is only now emerging in more standard toolkits for operational value creation. There is more attention today for ESG reporting and intervention, but the frequency of implementation of such interventions varies widely by geography. While ESG as a value creation lever ranked among the ten least used levers by PE firms globally, when taken for EU respondents only, it ranked in the upper half.",
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