What truly creates value in PE-backed companies: systems or talent?

Barbara Greutter

July 28, 2026

What truly creates value in PE-backed companies: systems or talent?Is value creation ultimately driven by the quality of your people - or by the strength of the systems they operate within?In many PE environments, the instinct is to professionalize quickly: introduce structure, standardize processes, implement reporting, and reduce variability. Systems promise control, scalability, and faster replication of success across portfolio companies.Yet, systems don’t make decisions - people do.The real inflection points in value creation often emerge in moments where the playbook runs out: entering a new market, navigating underperformance, making bold commercial bets, or managing leadership transitions. In these situations, judgment, experience, and adaptability matter more than any predefined process.At the same time, talent without structure can become a constraint. High performers may deliver in the short term, but without embedded systems, value creation can remain fragile, hard to scale, and overly dependent on individuals.

What is often overlooked is the dynamic interplay between the two:

  • Systems amplify average talent, but can dilute exceptional talent if overly rigid- Talent can outperform weak systems temporarily, but rarely sustainably
  • The “right” balance shifts over the investment lifecycle (build vs. scale vs. exit readiness)
  • The highest-performing organizations design systems that evolve with - and are shaped by - their talent

Perhaps the question is less about choosing between systems and talent, and more about sequencing and integration:

Are we building systems for the organization we have today - or the one we aspire to create?

Are we hiring leaders who can operate within structure, but also challenge and reshape it?

And critically, do our systems create clarity or just the illusion of control?

Curious to hear how others in the PE HR Network are thinking about this balance, particularly across different stages of the value creation journey.

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