Culture is a unique ingredient in the struggle for competitive advantage among institutional investment organisations. There are ways for culture to be managed and developed over time but it will take focus, patience, leadership and process. Having a clearer description of your culture without recourse to stereotypes is the best starting point to that journey.
Leadership is broadly defined as the acts of anyone who steps out of their regular tasks to help and motivate others. Leadership in our industry narrative has typically meant dominant and accomplished operators whose powers were granted from high up. But there is a movement towards servant-minded and quietly inspiring leadership types where powers are granted from lower down. This version plays out in organisations that have created inclusive and psychologically safe conditions and help people with their resilience during tough times.
Together, and when used effectively, we believe these two elements will create a clear measurable edge for an investment organisation, which is why we will continue to focus on culture as part of our research, have launched the next phase of The Power of Culture study and are welcoming institutional investment organisation participants to join it.
What are superteams?
Superteams top tips
James Kerr will be speaking on culture and superteams in more detail at our culture summit at the below times.
Tuesday 16 November at 16:00-17:30 (BST), and
Thursday 18 November at 07:30-09:00 (BST) / 17:30-19:00 (AEST) / 18:30-20:00 (AEDT)
This event is primarily for members of the Thinking Ahead Institute, but you can register your interest if you would like to attend.
Watch our video series with James Kerr: Legends, legacies and high performance.
Related forum posts (members only)
Do we really know our organisation?
What have we learnt about effective culture at investment organisations?
Raising our game: from gender diversity to embracing whole identity
Culture can be a measurable edge for investment organisations
Stronger theory: we need deeper thinking on diversity
Research and further content
This white paper builds on the The impact of culture on institutional investors research and contains the findings of The power of culture study, which involved 15 asset managers and asset owners. These leader organisations joined the study in various ways to better understand their own cultural signature and leadership, where they sit on a spectrum and how they could sharpen their own competitive edge.
Culture is a unique ingredient in the struggle for competitive advantage among institutional investment organisations. There are ways for culture to be managed and developed over time but it will take focus, patience, leadership and process.
This paper discusses the factors and strategies for the effective implementation of a strong organisational culture.
Following more in-depth research into effective culture in investment organisations we are now launching a global peer study of asset managers and asset owners keen to understand their own cultural signature and leadership footprints, where they sit on a spectrum and how they could sharpen their edge.
In addition to developing their own better cultural outcomes, participants will be signing up to support more wide-spread positive cultural change.
Due to the nature of meetings, some colleagues will melt into the background while others may take control over the majority of the conversation, and the decisions made. This can mean that not only do some team members feel unheard and undervalued, but strong ideas are lost.
Find 10 tips we feel can help make your meetings not only more effective, but more inclusive.
Collective decision-making in action
Strong decision-making emerges when the whole is greater than the sum of the parts. The central focus of the case study is how a group can effectively integrate individual thought processes, relationships, communication patterns and other aspects of interaction into superior collective judgement.
Despite the central role that decision-making plays in the institutional investment process, most investment professionals would, if pushed, express at least some
dissatisfaction with both the process and the outcome of key decisions.
We describe a range of possible responses to the challenge – these responses can be thought of as a toolkit. While this is not the most original analogy, it is probably the most apt.