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  "documentTitle": "The evolving private equity playbook",
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      "text": "Private equity leaders recognize financial engineering is not enough to meet investor expectations. According to a study by Accenture, they believe it should account for just 25% of their efforts.",
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      "text": "Operating models are more fragmented and under pressure — lacking scalability for organic growth and equally unable to support inorganic bolt-ons.\nThere are too many transitional service agreements (TSAs) that go on too long and drain value and focus from the NewCo.\nThe ability to drive end-to-end experiences and services for customers and employees is compromised because the operating platform has no unified business process.",
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      "kind": "paragraph",
      "text": "increase in average hold period compared to ten years ago along with the rising cost in capital put return on investment under pressure.",
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      "text": "These circumstances are challenging PE leaders to go beyond financial engineering to delve deeper into operational value creation. By focusing on operational value levers, they can advance their portfolio companies' operational prowess.\nCurrently, less than 10% of companies of all sizes achieve operational maturity. In these companies, talent, data and AI are critical to driving enterprise-wide reinvention through their operations. These firms achieve higher margins, faster innovation, better ESG performance and higher customer satisfaction scores.\nThe good news is that the levers for operational value creation are known (see Figure 1). Many are tested and proven. The true complication is in the ability to execute on a wide range of levers in a short timeframe.",
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