As Helena Morrissey prepares to move to a new role, she leaves the Investment Management industry with a stark warning to address the pressing issues of technology, trust and talent if it is to survive and avoid the grim fate of Kodak

Looking at the recent Woodford Funds saga, where unauthorised illiquid securities have somehow been forced into a UCITS Funds, one cannot help but wonder whether any lessons have been learned in the aftermath of the 2008 financial crisis. Why are scandals resulting from a lack of strong conduct and governance still taking place? Are there any hopes of culture may change in the Investment Management industry?

The list of high-profile Investment Management integrations is ever increasing as the trend towards consolidation in the industry continues unabated. We have worked in the industry for many years and experienced the various facets of merger & acquisitions both directly and through working with firms. The insight we have developed has informed our methodology and pragmatic approach.

Why does culture matter and what does it mean? Let’s borrow from Groysberg & Al. to define culture: “Culture is the tacit social order of an organization: It shapes attitudes and behaviours in wide-ranging and durable ways. ” Why is this relevant to the Investment Management industry?

Juncker once famously said “Borders are the worst invention ever made by politicians”.

Since taking up office in 2014, his Commission has been addressing exactly that: Remove obstacles for sustained improvement to the economy which will benefit the European people, regardless of where they are located. This is embodied in Juncker’s ambitious Investment Plan for Europe.