CPP, NBIM CEOs swap notes on leading through teams, not bureaucracy

John Graham (L) and Nicolai Tangen

In a high-level exchange between two of the world
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Why traditional investment committees can amplify group biases

Why traditional investment committees can amplify group biases

Investment committee meetings, a governance cornerstone at every asset owner organisation, run the risk of amplifying group biases and social dynamics, and can push the IC towards recommending more extreme investment positions collectively than the average of their individual views. Bernhard Scherer, head of portfolio implementation at ADIA, unpacks the thesis in a new paper.

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Culture, structure for the long term

Ten Ideas to Foster Long-term Investing is the last of three related papers. The trilogy offers concepts and actions for pulling away from short-term thinking. Here are some of the key steps.

Treat patience as a finite resource

Funds in position to benefit from long-term investing must treat patience as a finite resource to be protected, otherwise they miss out on opportunities that come only with a long horizon.

Australia’s HESTA makes big changes

HESTA's CIO Sonya Sawtell-Rickson and Willis Towers Watson’s Roger Urwin are guiding a transformation at the fund, including adopting a total portfolio approach and planning an innovation lab.

TCorp pulls trigger on shake-up

The $70 billion NSW Treasury Corp has reorganised its investment staff to erase most sector divisions, in favour of more centralised portfolio construction and manager selection.

AIMCo makes private equity top priority

Canada's AIMCo is pushing innovation further, taking ownership stakes in energy groups and hedge funds, and going after private equity with renewed gusto.

GPIF insists on paying only for alpha

Hiro Mizuno, CIO of the world's largest investor, told the CFA conference that in exchange for multi-year commitments its mandates would now claw back fees when firms don't reach alpha targets.

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