- What is organizational design and how does it create value in PE?
- Organizational design is how a company structures its teams, defines accountability, and governs decision-making. It creates PE value by aligning organizational structure to strategic priorities — ensuring the right people work on the right things with clear accountability. Accenture's reorganization around industry verticals accelerated revenue CAGR from approximately 6% to 8%, with Diamond client (accounts above $100M) revenue share growing from approximately 35% to 45% and operating margin expanding 315 basis points. TaskUs's governance framework maintained 40%+ revenue CAGR for four consecutive years with management overhead 30% lower than peers. Organizational design is the most underutilized PE lever because it is harder to measure than financial engineering or cost cutting, but it determines how effectively every other initiative executes. Poor organizational design is the hidden cause of most execution failures.
- How do team structure changes improve company performance?
- Team structure changes improve performance by reducing coordination costs, increasing accountability, and enabling specialization. Korn Ferry's shift to pod-based consulting teams — grouping executive search, leadership consulting, and organizational strategy professionals into integrated units — grew revenue 56% from $1.8B to $2.8B by improving cross-sell, client retention, and consultant utilization. Accenture's client-centric reorganization aligned industry-specific teams to serve customers holistically rather than through siloed service lines. JLL's integrated facility management teams improved client satisfaction and contract renewal rates through cross-functional training and multi-skilled staff. The key principle is that team structure should mirror value delivery: teams organized around customer segments, products, or outcomes outperform teams organized around internal functions.
- How do companies build talent and capability as a competitive advantage?
- Talent and capability building creates competitive advantage when it produces skills that are difficult for competitors to replicate. Accenture invested $1B annually in reskilling, training 550,000 employees on generative AI — achieving a 12% productivity increase per reskilled worker with 25% lower attrition among reskilled employees. The AI workforce nearly doubled from 40,000 to 77,000, and AI bookings exceeded $3B annually. Genpact's Genome platform certified 80,000+ employees on digital skills, growing digital revenue from 35% to 48% of total while increasing revenue per employee by 18% — certified employees had 30% lower attrition. Wipro's WILP program scaled to 10,000+ annual hires at approximately 40% lower cost per hire than lateral hiring. These programs work because they create a structural talent advantage: the company can deliver capabilities that competitors cannot staff.
- What governance structures help PE portfolio companies execute faster?
- Effective governance balances speed with oversight. TaskUs's agile governance framework halved new client launch time from 90 to 45 days while maintaining 95%+ client retention and keeping management overhead 30% lower than peers — demonstrating that good governance accelerates rather than slows execution. EXL Service's digital command centers reduced decision latency from 5-7 days to 1-2 days by providing real-time operational visibility to management. Capita's turnaround governance under new CEO leadership achieved GBP 1.3B+ in disposal proceeds and revenue returning to 2.4% growth. The key elements are: clear decision rights (who decides what, with what authority), regular operating cadence (weekly operating reviews, monthly business reviews), escalation mechanisms (how blockers get surfaced and resolved), and performance visibility (dashboards that make results transparent). PE firms should establish governance frameworks within 90 days of acquisition.
- How should PE firms approach organizational redesign in portfolio companies?
- Approach organizational redesign with clear objectives, phased implementation, and measurable outcomes. Start by diagnosing the current organization: map decision flows, identify bottlenecks, and benchmark spans of control against peers. Then design the target structure around strategic priorities — if the strategy is customer expansion, organize around customer segments; if it is operational efficiency, organize around delivery functions. Korn Ferry's pod-based restructuring took multiple years but delivered 56% revenue growth. Accenture's industry vertical reorganization expanded margins 315 basis points. Implementation should be phased: restructure leadership first (quarter one), realign teams (quarter two), and embed new operating rhythms (quarters three through four). The critical mistake is reorganizing without changing incentives, metrics, or processes — structure alone does not change behavior. Pair organizational changes with updated compensation plans and KPIs.