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Greater clarity, precision and standardisation can help the impact investing market reach its full potential, say Jeremy Elmore and Simon Witney at Travers Smith.

Climate transition and inclusive growth are two sustainability themes that can deliver compelling returns and meaningful impact, say Ken Pontarelli, Greg Shell and Salome Makharadze of Goldman Sachs Asset Management

The fourth instalment of Disruption Matters season two focuses on creating topline growth in a volatile era.

The third instalment of Disruption Matters season two discusses the leadership agenda, ESG and human capital.

Amid a challenging macroeconomic environment, private equity firms can draw important value-creation insights from well-managed data sets, say Glenn Mincey and Richard Chen at KPMG.

Though the world may be increasingly unpredictable, the consumer response to such forces at work is not, says L Catterton’s global co-chief executive Scott Dahnke.

Adjusting value-creation plans to suit the needs of specific industries and deal types can help maximise the impact of operational improvements, say Montagu’s Tim Cochrane and Claudia Paniker Rumeu.

Operating partners must continue to hone their skills to best support portfolio companies through market challenges, say Alvarez & Marsal’s Richard Jenkins, Jeffrey Klein and Markus Lahrkamp.

As China’s manufacturing influence wanes and we move to a more diversified production and consumption model, investment and value-creation strategies must adapt, says Kyle Shaw of ShawKwei & Partners.

Private equity has an important role to play in the US healthcare system’s transition from a fee-for-service model to a system based on outcomes, believe Ravi Sachdev, Ron Williams and Keith Pitts at Clayton, Dubilier & Rice.