The pace of change in AI models poses a significant challenge to the due diligence frameworks employed by asset owners, whose own ability to adapt is being outstripped by the technological advancements they’re being asked to assess.
London-based AustralianSuper deputy CIO Damian Moloney oversees the global expansion plans of Australia’s largest superannuation fund. While a global presence has clear benefits for the fund and its members, Moloney’s advice to others contemplating the same is to plan extensively and build early.
Kasper Lorenzen, chief investment officer of Denmark's PFA explains why passive is no longer applicable to the complex equity strategies that do much more than follow an index. He also explains why he believes an AI reset lies around the corner.
Climate risk has certain features that stretch the imaginations and toolkits of investors, meaning a new framework that includes systems thinking is necessary to branch out from the narrow measurement and management of risk predicated on modern portfolio theory, says Roger Urwin.
An environment of increased macro volatility and geopolitical risk means investors should question assumptions, move towards more narrative-based scenario thinking and build resilience says Richard Tomlinson, chief investment officer of LPPI.
At CalPERS the rationale for investing in the energy transition is as compelling as it was for technology investors in the early 1990s, but investors need to also be aware of the myriad of risks alongside the opportunities, making it ripe for active management.
New Zealand Super’s new chief executive Jo Townsend inherits an organisation with a strong culture but facing some challenges posed by rapid growth. An internal project aims to reduce complexity and focus on simplicity for a fund already rated by WTW as operating at global best practice levels.
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