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Covid-19 boosts digital agenda across asset managers as major firms now consider digitisation a top priority

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Covid-19 boosts digital agenda across asset managers as major firms now consider digitisation a top priority 3
  • 79% of global asset managers surveyed consider digital a top or high priority area
  • Firms seen significant increases in digital channel traffic since the onset of Covid-19
  • Over half (55%) expect their digital budgets to increase next year
  • Almost two thirds (60%) of managers have already mobilised their digital transformation efforts
  • Over half (58%) still dedicate less than 5% of their operating expenses to digital

14 July 2020 – The global Coronavirus pandemic is forcing Asset Managers to prioritise their digital initiatives according to the latest Digital Readiness Survey from Alpha FMC, the asset and wealth management consultancy.

The study incorporating a survey of 40 of the largest global asset management firms, collectively managing over £17 trillion in AUM and operating across markets in UK, EMEA, APAC and the US, finds that firms are now acutely aware that they must swiftly accelerate their digitisation agendas in order to remain competitive in the post-Covid world. An overwhelming majority (79%) of the global asset managers surveyed now consider digital a top or high priority area and over half (55%) predict that their firms’ digital spend will increase over the next year.

Alpha’s research further reveals that asset managers are taking proactive steps to kickstart their digitisation journeys, as almost two thirds (60%) of firms have already mobilised some form of digital transformation effort across their business. Over half of firms (51%) say that their number one digital priority is to improve client experience, satisfaction and engagement, followed closely by the pursuit of scale and cost efficiencies.

The Coronavirus pandemic has already put pressure on managers’ digital capabilities and sparked an increase in traffic to existing digital channels at global firms. Many are aiming to capitalise on this uptick and have invested heavily in sales enablement activity, such as content, lead management and automated marketing programmes as a result. In fact, sales enablement activity is the second ranked area of digital spend for asset managers and the top priority digital spend for institutional firms.

Despite improvements, the Coronavirus pandemic has effectively stress tested the digital estate of many firms, highlighting to some that they might not be as far along their transformation journey as they previously thought. As such, we have seen the majority (68%) of firms now describe themselves as ‘getting organised’ on digitisation – a substantial 20% increase on 2019. Asset managers are also making the most of the expertise on offer from the thriving Fintech sector, as over two thirds (60%) of the major firms surveyed say that they have partnered with a Fintech in order to accelerate their digitisation process.

Still a long way to go

As managers take stock of Covid-19, less than one quarter (23%) think that their existing digital capabilities meet client expectations and the majority (75%) of respondents say that less than 5% of their workforce occupy roles that focus on the growth of digital.

Alpha’s research indicates that there may be tension among asset managers around who actually ‘owns’ the digital agenda, which typically sits across Marketing and Distribution practices. Only 12% of the large global firms surveyed have established a separate digital function with a Chief Digital Officer or specific digital lead. The lack of genuine digital buy-in is also reflected in budgets, as over half (58%) of firms dedicate less than 5% of their operating expenses to digital transformation.

Covid-19 boosts digital agenda across asset managers as major firms now consider digitisation a top priority 4

What is driving digitisation?

Increased client expectation remains the key driver of digitisation across the asset management industry and the impact of Covid-19 is thought to have exacerbated existing demand as firms report widespread adoption of their digital channels.

Client expectation is closely followed by the need to ‘scale’, bring in new technologies, reduce costs, and keep pace with competition from incumbents and new entrants – all of which are thought to benefit from the roll out of company-wide digital strategies.

Obstacles to digital maturity

While the pandemic has put digitisation at the top of the agenda for many asset management firms, a whole host of legacy obstacles is preventing widespread digital adoption. According to Alpha’s research, the top three obstacles to good digital delivery in 2020 are a lack of investment, organisational set-ups that are digitally incompatible and a need for cultural change across businesses. The findings demonstrate a stark change in landscape since 2019, when underinvestment was not necessarily considered an obstacle. Previously, lack of buy in from senior leadership proved one of the major barriers to digital change, however this year’s findings indicate that the industry’s key decision makers now recognise the benefits that company-wide digitisation can bring.

Commenting on the findings, Kevin O’Shaughnessy, Head of Digital and Agile Transformation at Alpha FMC, said: 

“Every sector worldwide is grappling with the significant implications caused by the Covid-19 pandemic and the asset management industry is no different. The way in which our industry operates is going through a fundamental change and firms are taking stock of how best to innovate in line with these global foundational shifts.

“While Coronavirus appears to have shocked many firms into taking their digital transitions more seriously, there is still much work to be done across the sector in order to meet increasing client demands. Our findings indicate that the importance of digitisation has moved across many aspects of an asset managers business and is now equally relevant across all segments including institutional investors. Asset managers see that their clients have become accustomed to slick digital offerings in lockdown and want to see them rolled out further.

“This pandemic has posed a whole host of new problems to the financial services sector, but with these changes come a range of opportunities. To make the most of this newfound demand for digital, firms who have long ignored requests  for increased budgets from their CTOs and digital leads should take advantage of increased buy-in from senior leadership in order to instigate widespread cultural change across their organisations.”

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Bitcoin, ether hit fresh highs

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Bitcoin, ether hit fresh highs 5

SINGAPORE (Reuters) – Bitcoin hit a fresh high in Asian trading on Saturday, extending a two-month rally that saw its market capitalisation cross $1 trillion a day earlier.

The world’s most popular cryptocurrency rose to an record $56,620, taking its weekly gain to 18%. It has surged more than 92% this year.

Bitcoin’s gains have been fuelled by evidence it is gaining acceptance among mainstream investors and companies, such as Tesla Inc, Mastercard Inc and BNY Mellon.

Ether, the second-largest cryptocurrency by market capitalization and daily volume, hit a record $2,040.62, for a weekly gain of about 12%.

Ether is the digital currency or token that facilitates transactions on the ethereum blockchain. In the crypto world, the terms ether and ethereum have become interchangeable.

Ether futures contracts launched on derivatives exchange CME earlier this month.

(Reporting by Vidya Ranganathan; Editing by William Mallard)

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World Bank pushing for standard vaccine contracts, more disclosure from makers

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World Bank pushing for standard vaccine contracts, more disclosure from makers 6

By Andrea Shalal

WASHINGTON (Reuters) – The World Bank is working to standardize COVID-19 vaccine contracts that countries are signing with drug makers, and is pushing manufacturers to be more open about where doses are headed, as it races to get more vaccines to poor countries, the bank’s president said on Friday.

World Bank President David Malpass told Reuters he expected the bank’s board to have approved $1.6 billion in vaccine funding for 12 countries, including the Philippines, Bangladesh, Tunisia and Ethiopia, by the end of March, with 30 more to follow shortly thereafter.

The bank is working with local governments to identify and fill gaps in distribution capacity, after they purchase vaccines under a $12 billion World Bank program, and also to standardize the contracts they are signing with manufacturers, he said.

The bank’s International Finance Corp, its private financing arm, has $4 billion to invest in expanding existing production plants or building new ones, including in developed countries, but needs more data on where current production is headed, he said.

“We are eager to be investing in new capacity, but it’s hard to do because you don’t know how much of the existing capacity is already committed to the various off-takers,” Malpass said in an interview with Reuters. New or expanded plants could be used to produce other types of vaccinations in the future, he said.

The bank’s funds could be used to expand plants in advanced economies, if the production was earmarked for developing nations, he said.

Malpass welcomed Friday’s pledge by the Group of Seven rich countries to intensify cooperation on the pandemic, saying it could help jump-start deliveries of vaccines to poorer countries, which are lagging far behind rich countries in getting shots in arms.

Data compiled by Our World In Data, a scientific online publication, showed Israel was leading the world in COVID-19 vaccinations, with nearly 82 of 100 people vaccinated, while India and Bangladesh reported less than one person per 100, Many African countries have not started at all.

Malpass said he was heartened by news about new vaccines coming down the road, and about Pfizer Inc and BioNTech SE seeking permission to store their vaccine at higher temperatures, which would ease another obstacle to deliveries in lower-income countries.

(Reporting by Andrea Shalal; Editing by Heather Timmons and Leslie Adler)

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Google to evaluate executive performance on diversity, inclusion

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Google to evaluate executive performance on diversity, inclusion 7

By Paresh Dave

(Reuters) – Alphabet Inc’s Google will evaluate the performance of its vice presidents and above on team diversity and inclusion starting this year, the company said on Friday in one of several responses to concerns about its treatment of a Black scientist.

Timnit Gebru, co-leader of Google’s ethical artificial intelligence research team, said in December that Google abruptly fired her after she criticized its diversity efforts and threatened to resign.

Alphabet and Google Chief Executive Sundar Pichai ordered a review of the situation. While Google declined to share specific findings, the company announced on Friday it will engage human resources specialists during sensitive employee departures.

Pichai in June said that by 2025, Google aims to have 30% more of its leaders come from underrepresented groups, with a focus on Black, Latinx and Native American leaders in the United States and female technical leaders globally. About 96% of Google’s U.S. leaders at the time were white or Asian, and 73% globally were men.

As a result of the investigation, the company also expanded a commitment announced in June to devote more resources to retaining and promoting existing employees, including by expanding a team addressing disputes among workers and their managers.

The diversity component of executive performance reviews was not previously announced, and the company did not immediately share details about what would be measured and how pay would be affected.

Alphabet for years had rejected proposals from shareholders and employees to set diversity goals and tie executive pay to them.

Irene Knapp, a former Google employee who advocated for one such proposal at a 2018 shareholder meeting, said on Friday, “I am pleased that they met our demand from 2018, which was a bare minimum that should have been easy to do immediately.”

Evaluating managers on diversity goals is becoming more commonplace. McDonald’s Corp on Thursday tied executive bonuses to diversity.

(Reporting by Paresh Dave; Editing by Cynthia Osterman)

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