Private Equity Investing, Portfolio Management and Advisory - Khalil-Ghibran

  Consultancy reveals itself within the name. The role entails yielding provisions without necessarily commanding the execution; the demarcation line that separates management from the consulting firm. A consultant walks in management's shoes, yet maintains strict impartiality as it doesn't disturb the problem-solving process. When talking about consultancy, 'change' is the operative word. Advisory service providers leave organizations in better shape than before. Just like all roads led to Rome - all roads lead to improved capabilities from the top down even after the consultant departs.    Performance gaps, process failures, and obsolete systems make for great elimination targets. Instead of overt authority or obsessive control, the consultant gathers support and garners commitment for change by following a framework meant to persuade people to take action where they can. They employ two distinct frameworks created to solve organizational deficiencies: expert and pr

  Many investors cannot accurately define value if put on the spot. Even in an efficient market economy , one would be hard-pressed to find a manager, investor, or consultant who can quickly and succinctly place parameters on what makes a valuable company 'valuable'.   What is evident, however, is the notion that meeting quarterly earnings forecasts and boosting earnings-per-share makes a company 'valuable' or 'successful'. Unfortunately, this is a hamster-wheel-like mentality as accounting earnings measure performance in the short term.    Near-term results delight shareholders and arbitrage strategists only. All stakeholders must be taken into account when investigating total return (a mixture of growth, return on invested capital, market pricing and shareholder return), or the essential value that a company brings to the market.   How Do Companies Create Long-Term, Sustained Value Those looking for a complex explanation will just have to go elsewhere. The