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11 results for “pivot strategy”
there's a consequence on your organization and your implementation. If you're gonna go from a strategic asset allocation to a total portfolio approach, that's a shift in asset allocation. Can't do that in a vacuum. You're gonna have to completely cha
12:01 / 13:00
from transcript12:01 – 13:00
Even in cases where we're bringing that new team in, they're developing that or have developed that well ahead of the deal closing with whoever's incumbent to that business. And we're looking for those people who are incumbent to step up and do that
15:46 / 16:51
from transcript15:46 – 16:51
...term the leader strategy. And what that essentially means is that in about half the investments we make, the day that the deal closes, that senior leader of the firm changes. And it's not always necessarily the case that somebody is leaving. For inst
3:01 / 4:08
from transcript3:01 – 4:08
management now becomes more accountable because under a strategic asset allocation, yes, the management can make a recommendation to the board on the SAA. The board adopts it, and the question is who owns it because it's combined. It's a joint thing
21:01 / 22:06
from transcript21:01 – 22:06
Massey had changed the compensation structure so that everyone got rewarded on the basis of the whole portfolio, not their asset class. That was quite important. The team had done a lot of work on liquidity, had invested a lot of time, lot of efforts
23:15 / 24:15
from transcript23:15 – 24:15
From our perspective, firms that have charted a new path for growth have actually focused on five areas, and you really need good answers to these questions to know which way to turn. Number one, how can we adopt new products and adjacencies to capit
3:22 / 4:47
from transcript3:22 – 4:47
What are your exposures? What are your assets valued at? The more you have private markets, that's gonna be hard. I don't know any plans today that are really good at valuing their private assets. It's incredibly difficult to bring real time valuatio
11:14 / 12:26
from transcript11:14 – 12:26
...even talk about pivoting is just suggesting that it is possible, in fact, to pivot. Ask Intel to pivot, and it won't happen very easily, And they've certainly been trying for a long time. So what that says is that there's this moment, but then the pr
11:46 / 13:00
from transcript11:46 – 13:00
firms that have a broader mandate, maybe at pre seed or seed, the area that you would struggle more with is winning because you are not able to, like, totally zone in and say, I am the expert in, I don't know, x y z field. And, oh, by the way, here's
17:25 / 18:27
from transcript17:25 – 18:27
then we we start to introduce more and more elements and develop with management more and more elements of the strategic plan. And from our playbook, we have five parts that I'd be happy to outline because they're unique, but they also continue to bu
13:28 / 14:37
from transcript13:28 – 14:37
...strategy. We have ways of doing things that generate alpha that are different than competitors can replicate, and we have real moats around how that works so we can defend those positions over time. Or it's a scale based argument. Scale can help solv
17:19 / 18:27
from transcript17:19 – 18:27
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