Imagine two companies, both aiming to grow rapidly. One prioritises building a high-energy, innovative culture, while the other focuses on creating a stable, process-driven environment.

Which one is "healthier"? The truth is, health isn’t one-size-fits-all. Organisational health should align with your strategic goals and growth stage—not just some generic notion of “healthy.”

In a modern workplace where equality should be the standard, many women still face an uneven playing field.

Whether it’s subtle biases, differing expectations, or stereotypes, the impact of being judged differently can hinder not only women’s career growth but also the overall health of an organization.

So, how do we foster a workplace where women are evaluated on their contributions, skills, and potential, free from bias?

In today’s challenging environment for scale ups, organisational health is anything but a luxury - it’s a necessity. Indeed, McKinsey recently stated it was the strongest predictor of value creation & a critical factor in sustained competitive advantage. Recent news from the UK highlights the pitfalls faced by promising scale-ups that overlooked this critical factor in their drive to expand. Maintaining health is challenging, but with prioritisation of the right data and decisions, it can be protected.

Private Equity (PE) investors are increasingly recognising the importance of culture, leadership, and organisational dynamics as critical elements in creating value in their portfolio companies. Traditionally, PE firms have concentrated on financial metrics and operational efficiencies to drive returns. However, incorporating softer metrics such as culture and leadership behaviour into their analysis can lead to more sustainable and enhanced value creation.