The private investment landscape has dramatically changed thereby encouraging prudent leaders to re-evaluate and refine their human capital models. While dynamic growth has resulted in extraordinary asset gathering and fee revenue opportunities, the results have been dichotomous. With its cynical investors now demanding increased transparency, this next saturated investment period is daunting.

Critical management issues include:

• Succession planning
• Effective/active management of the human capital model
• Maturation, institutionalization and 'insularization'
• Business expansion/scaling
• Talent enhancement and contraction
• Talent chasms
• The evolution of firm cultures
• Entrepreneurialism