By Saul Rosenberg
In the fashion of Spectrumnovus, some insights to follow have been distilled from top tier and advisory research in an agile format that caters for a range of interests across the value chain.
The current shift of change in financial services has been amplified in Asset Management. Factors are converging to force asset managers to cope with inevtible and rapid change.
Market dynamics, and economic trends are creating an environment that demands of Asset managers to hone in on competative positioning. Growth in AUM will have to sustain the investment in R&D required to offset risks emerging in lower asset prices,lower fees, higher regulation, more trasnparency, beta, and longer living HNWIs.
Managers will need to rethink their strategy, optimise their operations, innovate new products, re-work their margins, galvinise their business models. Of course Technology will grow ever more apartof the offering. The resultant emphasis on the quality of human relationships and the efficiency and quality of data processesing.
Asset management business models that haven’t would need to look at how to diversify the corporate identity, to align with cultural diversity, for better brand loyalty. Millenial predispositions, will only grow in importance in asset management, and so ease of doing business will become more important if they want to diversify their market segmentation.
At the very least, enabling a fluidity in the organisational structures, malleability in processes, through effective communications, will be the mechanism to accomodate adjustments that need to be made during this emerging period of re-conditioning.
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