Book Description

The investment industry is changing dramatically, with industry observers commenting that a New Era is dawning. This book describes the changes that have taken place and puts them in a framework that lets the reader understand the past and prepare for the future. The book is written by investment people who have worked for asset management firms and consulted to them for nearly twenty years. The subtitle of the book-Radical Reform for the Investment Industry-speaks to the need for new thinking to solve today's challenges. The authors invoke Einstein's oft-quoted insight: "We cannot solve our problems with the same thinking used when we created them." The new thinking borrows from the world of psychology and social systems to explain the mindsets that created the current investment world and the mindsets that are evolving to create a new paradigm. A major premise of the book is that investment firms must return to their basic mission: serving their clients. And though many firms pay lip service to this goal, evidence in the book suggests otherwise. A major step forward for firms is to think more carefully about their purpose: Why do we exist? What is our value proposition to clients? What is the meaning of the work we do? In their consulting work, the authors find that firms are beginning to take these questions seriously. This step towards meaning is important because the Millennial generation, soon to dominate the work force, is acutely interested in it. The authors believe there are good answers to these questions about purpose but investment leaders have been slow to develop and articulate them. The book provides case studies of investment firms that are demonstrating new leadership with great success. These firms are characterized by skillful leadership, a strong sense of purpose, and highly cohesive cultures. They have moved away from a singular focus on shareholder profits to providing value for all the stakeholders: owners, employees, clients, and society. The book pulls no punches in critiquing the current state of the industry-very low trust with the general population-and suggesting radically different thinking for the future. And while the authors believe there is a valid role for active investing, they recognize that only a small percentage of elite firms can deliver on the goal of superior performance. Thus, most of the resources in the investment industry should be directed towards understanding and meeting client objectives. A major shift in mindsets is from a "competitive" industry to a "service" industry. Finding a balance between these two mindsets is a key skill required of future leaders. The elite firms are finding this balance and enjoying success as a result.