1、12026 EY Future of Asset Management StudyContentsExecutive summaryChapter 1 What might change:preparing for a range of radical futuresChapter 2 Where we are now:differentiation in asset management remains elusiveChapter 3 Where were going next:blueprints for the future in the era of differentiationC
2、hapter 4 How to get there:practical levers of transformationChapter 5 ConclusionChapter 6 MethodologyContacts3410142430323432026 EY Future of Asset Management StudyTo answer this,we gathered the plans and predictions of asset management CFOs(some respondents hold dual CFO and COO roles)around the wo
3、rld and combined them with our experience and conversations with clients.Our work shows that asset management leaders have a robust understanding that future growth depends on their ability to scale,offer innovative products to a full range of client segments and distribution channels,and use techno
4、logy especially artificial intelligence(AI)to supercharge every aspect of the value chain.However,strategic visions for key areas like technology,talent,operations and products are rarely distinctive.Firms often favor incremental change over reinvention,with many needing to work harder to develop a
5、truly distinctive vision for success.While firms are thinking boldly about the future,there is a cohort that is cautious about transformation,with less focus on key enablers like data,the use of generative AI(GenAI)or emerging concepts like tokenization.And a minority seem reluctant to acknowledge t
6、he need for change at all.Overall,many firms remain unsure how to develop an“unfair advantage”or a“right to win.”The winners of the future will not merely boast exceptional scale,specialization or advanced technological capabilities.They will have the strategic agility to transform at pace and take
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