- Environmental, governance, and social factors look set to redefine the path to growth for investment institutions in the years to come.
Data is now viewed as a major corporate asset by both asset owners and asset managers. How it is gathered, measured, protected, and leveraged will play a key role in future growth. Lack of data should never be an excuse for poor performance.
The outlook on outsourcing is shifting as organisations seek out partners who can bring experience and expertise, enhance competitive advantage, and work hand-in-hand with investors as they seek scale and growth.
Growth plans are being revised and refocused by the new working from home dynamic. Investment organisations are now considering different models and work practices, and seeking out greater racial, gender and geographical diversity amongst the workforce.
Artificial intelligence and machine learning look set to dramatically change the business of investment into the future, providing huge opportunities for scale and diversification.
SCALING UP:
Identifying new growth paths for institutional investors
23 October 2020
1pm - 2pm BST (GMT+1), 8am -9am EDT
OVERVIEW
In the third of a series of live webinars hosted by the Financial Times in partnership with State Street, investment leaders will come together to explore the resources, business models and strategies being prioritised to harness potential and ensure long-term viability in a complex investment landscape.
The last few months have seen institutional investors make radical changes in how they operate and manage their organisations. To survive and prosper, they will have to adapt and make vital adjustments in operations, investments and distribution, strengthening their resilience and their ability to compete. As CEOs recalibrate for this new environment, how are they readying for the year ahead and where are they seeing the strongest opportunities for differentiation and expansion?
Amid ongoing pandemic-driven uncertainty, how are institutions balancing the dual tasks of managing the current crisis, while mapping a route for the future? How important is scenario planning to ensure response agility in the face of further upheaval? Buffeted by sluggish growth, low interest rates, rising costs and falling fees, what growth models can asset owners and asset managers deploy to build on core competencies and optimise long-term stability?
KEY TAKEAWAYS
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