Advisers are more likely to succeed if they focus on their client relationships: they know what their clients want and know how they can serve them. Sinead Schaffer suggests a shift in the way advisers do business can support that and addresses three common myths on the outsourcing of investment management.
While it would be great if someone with influence focused on the adviser experience, unfortunately it’s not happening in a hurry. Luckily for most advisers though, the client experience is the driving force behind why they do what they do.
If you asked most people in the street ‘what is the purpose of the financial adviser exam?’, they would most likely say that it was to prove that financial advisers were capable and technically competent to provide financial advice. Boy, would they be wrong.
When I started my working life, seeking workplace flexibility was an off-ramp to your career. While we have come so far, the finance industry must continue to embrace, but even more importantly advocate, for this attribute to be tightly woven into the ethos of our workplaces.
One of the most misunderstood and badly executed aspects of the client engagement process, according to ASIC, is the scoping and scaling of advice.
In my former role as a general surgeon, I lived through the disruption of the largest branch of my profession with the sudden appearance of a totally disruptive new technology.
Read more: Advisers are about to be hit by a steamroller of disruption
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