182. CEO alpha: How to cultivate great leaders for greater gains
Nov 3, 2023
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McKinsey senior partner Sacha Ghai and partner Brian Vickery discuss the concept of CEO Alpha and its implications for chief executives leading private equity portfolio companies. They explore the differences between public and private realms for CEOs, emphasize the need for capability building among private equity CEOs, and provide a call to action for listeners to access more content.
CEO Alpha can generate substantial value for a company by making effective strategic decisions that influence strategy, resource allocation, M&A, and hiring.
Private equity CEOs face unique challenges and must develop distinct skillsets and capabilities to navigate these differences effectively and unlock CEO Alpha.
Deep dives
The concept of CEO Alpha and its impact on company performance
CEO Alpha refers to the extra performance that a company gains from CEO outperformance. This is because CEOs make significant decisions that influence the company's strategy, resource allocation, M&A, and hiring. It has been empirically shown to exist in the public realm, with top-performing CEOs outperforming their industry peers and creating substantial value. While CEO Alpha has not been closely studied in the private realm, there is a growing recognition of its importance. Private equity CEOs face unique challenges, such as the need for short and medium-term performance, different board dynamics, and varying operating models. Therefore, building CEO capabilities becomes crucial for private equity firms and institutional investors to unlock CEO Alpha.
The differences in the private and public realms and their impact on CEO Alpha
There are notable differences between CEOs in the private and public realms. Private equity CEOs often face intense pressure for short-term performance and have different governance structures and board dynamics. They must also handle unique challenges in talent management, compensation, and resource allocation. The private realm demands a distinct skillset and capability building programs to navigate these differences effectively. Private company CEOs may feel less prepared for their roles compared to their public counterparts, as their backgrounds may not fully align with the demands of the position. Recognizing and addressing these differences is crucial for driving CEO Alpha in the private realm.
The importance of CEO capability building and learning in creating Alpha
Private equity CEOs increasingly recognize the need for continuous learning and capability building. Despite time constraints, CEOs demonstrate a hunger for insights and development opportunities that are tailored to their specific needs and delivered in a practical and applicable manner. Many private equity CEOs feel vulnerable due to their diverse backgrounds and lack of traditional leadership training. They understand the criticality of enhancing their skills to drive CEO Alpha and avoid being replaced during the private equity holding period. The key is providing capability building programs that address their specific challenges, such as talent management, strategic planning, board management, financial decision-making, and leveraging frontier technologies.
The implications for LPs and the focus on CEO capabilities
Limited partners (LPs) in private equity funds can play a vital role in driving CEO capabilities by asking fund managers about their talent development strategies. LPs should focus on fund managers' track record in growing talent within portfolio companies. This includes evaluating whether fund managers have created an ecosystem for attracting and nurturing exceptional CEO talent. By recognizing that building a high-performing team is a fundamental driver of portfolio company value creation, LPs can support the development of CEO capabilities while assessing potential investments. This approach also aligns with the increasing focus on operational value creation in private equity and the importance of CEO selection and upskilling.
For any company, having a CEO who makes effective, strategic decisions can help teams go far. CEOs who excel at this have what McKinsey senior partner Sacha Ghai calls “CEO alpha.” In today’s episode, Sacha speaks with Brian Vickery, a partner in our Boston office who hosts our Deal Volume podcast which is focused on private capital. During today’s discussion, they’ll cover a range of topics, including the implications of CEO Alpha for chief executives who are leading private equity portfolio companies, the different mandates these CEOs face, the steps they can take to create alpha, and how they are navigating an increasingly volatile economic and geopolitical environment.