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Don't Waste Time on the Wirehouses, McKinsey Tells Managers

Added on August 2014 in Thought Leadership
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Summary: McKinsey & Company most recent report on retail asset management is, of course, aimed at helping product providers up their game. But its findings also shed light on the financial-advice business — specifically, where growth is expected to be strongest over the next several years.McKinsey says the wirehouses will capture only 2% of those assets, compared with 28% for RIAs and 21% for independent broker-dealers.

Rise in Fee-Based Business Ups Broker Productivity

Added on August 2014 in Thought Leadership
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Summary: The big Wall Street brokerages like the boost in steady revenue that comes from having more client money in fee-based accounts, but there is an added benefit: broker productivity rises, too.

Latest Threat to Financial Advisors

Added on August 2014 in Thought Leadership
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Summary: You may have heard recently that the financial planning profession is under attack. Advisors are in grave danger of being rendered irrelevant, the Cassandras warn, by the online investment advisory platforms: the so-called robo advisors. What you don’t hear is that this is nothing new. In fact, the short history of the financial planning profession can be viewed as a series of evolutionary responses to different mortal challenges — all of which, in one way or another, have sharply questioned the relevance and value of financial planners.

Malcolm Gladwell on Why Entrepreneurs Should Be Troublemakers

Added on July 2014 in Thought Leadership
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Summary: As a New Yorker staff writer and best-selling author, Malcolm Gladwell has written extensively about some of the most disruptive innovators in the history of business.While many of the characteristics these entrepreneurs share are somewhat obvious, you'd be surprised to hear what traits Gladwell says the most successful business leaders tend to have in common. 

Vonnegut: Wealth Management's Biggest Losers

Added on July 2014 in Thought Leadership
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Summary: It's time for the client's annual portfolio review--and time to take market share, the advisers think. They know the client, a wealthy family, spreads its assets around the Street. And their firm's results have been exceptional this year. So they bring out the spiral-bound pitch books. They load up the PowerPoint slides. Then one after another, with confidence and steely-eyed gravitas, they extol their investment performance on the overhead projector. As the meeting ends, a member of the family says, "Our other adviser made its presentation on iPads." Thud.

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