Demographic and social changes are challenging the existing business model for insurers. To stay ahead, they are diversifying geographically, adding new products and harnessing the power of digital platforms to reach new customers.
President and Chief Operating Officer, The Principal Financial Group
Insurers need to reinforce their relevance to consumers at a time when financial literacy is low and new concerns such as cybersecurity come to the fore, says Daniel Houston.
Finance Operations Director, Insurance Division, Lloyds Banking Group
Reconciling existing data sources and making better use of new insight is key to enhancing decision-making and pricing for customers, says James Clatworthy.
Executive Vice President, U.S. Insurance Group, MassMutual
Today's world is about social, mobile and big data. How insurers integrate technology into their service offerings will fundamentally change the industry landscape, says Mike Fanning.
Director, Executive Officer and Chief Financial Officer, Axa Life Insurance Company
Through automated and predictive underwriting, insurers can respond quickly to the needs of customers and find opportunity in the challenges ahead, says Mitsugi Sumiya.
Executive Officer, General Management, Corporate Planning Department, The Dai-Ichi Life Insurance Company Ltd
Demographic shifts are changing the insurance industry, as baby boomers retire and the younger generation takes a more hands-on approach to selecting policies, says Seiji Inagaki.
The world has changed radically for asset managers. Evolving investor needs, changing regulation and heightened competitive pressures are having a major impact. What’s the model for success in this new environment?
Asset owners are focused on driving yield in a more complex investment environment. Meanwhile, innovation in the retirement space promises new types of savings and income products. How is the industry balancing these priorities?
Treasurer, Hong Kong Exchanges & Clearing Limited
Asset owners need to ask whether they have the internal infrastructure to cope with new investments and changing regulation, says George Wong.
Partner, Strategy Consulting, Deloitte
Retail investors are becoming more important as pensions grow. Andrew Power highlights the importance of getting into the mindset of the ever more important retail investor.
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Chair of the Board, Pensioenfonds Zorg en Welzijn
Change and innovation in the pension system will create both challenges and opportunities, says Peter Borgdorff.
Mark Fawcett says a key area of innovation for DC pension schemes is to offer products that give members a smooth transition into retirement.
Executive Director, Illinois State Board of Investment
William Atwood examines the challenge of finding the right mix of investments to drive returns in a world of risk and volatility.
Gianluca La Calce
CEO & GM of Fideuram Investimenti SGR & Managing Director of Fideuram Asset Management Ireland
With more opportunities for retail investors to construct their own portfolios, Gianluca La Calce highlights the importance of education and advisory.
CEO, Threadneedle Investments
Performance alone is not enough. Campbell Fleming talks about the importance of putting the client demonstrably at the heart of everything you do.
David Hartley talks about a “purpose-driven” approach to helping people plan for their retirement needs.
Managing Director, Aberdeen Asset Management Australia
With the emergence of fewer, larger Superannuation funds, Brett Jollie examines the implications for asset managers.
Hendrik du Toit
The asset management industry needs to stay focused on communicating with investors and understanding their needs, says Hendrik du Toit.
CEO, Principal Global Investors
The rise in passive investing is driving active managers to find inefficient areas of the market where they can add value, says Jim McCaughan.
CEO, NGS Super
Anthony Rodwell-Ball explores the need to combine a successful long-term investment position with the best short-term result for members.
Head of Asset Management, Berenberg
Given the challenge of low interest rates, Tindaro Siragusano predicts growth in two areas – low-cost beta/smart beta and specialised investment strategies.
Co-Head of Asset Management Germany, Deutsche Asset & Wealth Management
How do full-service asset managers respond to the emergence of investment boutiques with a focus on certain strategies? The right product focus is essential, says Michael Fuss.
Partner, Strategy Group, Transactions & Restructuring, KPMG
For asset managers, the clients of the future will be very different from the clients of today, says Ian Smith. The industry needs to focus on being relevant to younger generations.
CFO, MFS Investment Management
As regulation puts added pressure on management time, asset managers need to focus on activities that are “mission critical” for them – and find partners to do the rest, says Amrit Kanwal.
Chairman & CEO, Babson Capital Management LLC
In an environment of risks and opportunities, Tom Finke talks about how his firm aligns its core competencies to deliver a global product that goes across strategies.
Partner, Risk Assurance, PwC
Simon Perry looks ahead to a vision of asset management in 2020. As a new generation of investors emerges, trusted technology companies may enter the asset management space.
CEO, Australia, Principal Global Investors, Australia
As more risk shifts to individuals, Grant Forster sees opportunities in providing the tools and products to help them manage it.
EVP and Global Chief Operating Officer, State Street Global Advisors
Product provider or solutions provider? That’s one of the key decisions for asset managers. The other question is: Where do you want to compete?