Our Strategic Interests

To organize our thinking for future and ongoing planning and review discussions, I have taken a cut at articulating some of the areas of strategic interest that were identified in Victoria. I have put them in a format that I think allows us to more easily focus our discussions and decisions, review our performance and progress as we go, and adjust what we do on an ongoing basis.

The format includes the type of questions we might ask ourselves when we review what we are doing and how well is it working in strategic discussion meetings. These currently take place annually in Victoria but they could also become the subject of quarterly dinner meetings or of ad hoc meetings that might be called as circumstances change, significant events happen or new opportunities appear.

I think the questions that provide the basis for productive discussions at daily, weekly, monthly or other ongoing review meetings of performance and progress around each of these strategic areas would include;

How well are we doing what we decided to do?
Has anything happened or have we learned anything that warrants considering a change in the strategic direction and decisions we have agreed upon?
What will we do differently, if anything? What else will we do?

Major issues, new ideas or possible significant changes in direction can be brought to a strategic review meeting for discussion.

What we decide to do within each area of strategic interest or changes in what we decide to do can be documented and updated under each strategic interest heading, or sub heading, after each strategic review meeting.

Enterprise Development

Our Strategic Interests

Improving the capabilities of our investment management systems

Did we do what we said we would do? How well did we do?
How well are our systems working?
What will we do to improve the capabilities of our systems?

Improving our performance in managing with our systems

How well are we operating with our systems?
How well are our management processes working?
What will we do to improve our performance?

Improving our investment management performance.

How well are our investment management strategies performing?
What will we do?

Improving the performance of our products, our product strategy and our product mix?

How well is our product strategy, mix, packaging and positioning working for us?
What will we do?

Improving the efficiency of our systems and management processes.

How efficient are our systems and management processes?
Are their efficiency improvements required or warranted?
What will we do?

Delivering on our interest in adding value for our clients.

What added value do we provide?
How well are we adding value?
How can we add more value?
What will we do?

Being innovative in what we do and how we serve our clients’ interests.

What are we doing that is innovative?
How well are we doing in being innovative?
What will we do?

Operating with integrity

How confident do we feel that we are operating with integrity?
What are we doing to ensure we are operating with integrity?
How well are we doing it?
How well is it working?
What will we do?

Minimizing our risk of loss or error

How well are we operating with our quality control systems?
How well are our quality control systems working?
What will we do?

Treating our clients fairly and consistently

How fair and consistent are we being to our clients?
What are our practices?
How well are we following our practices?
How well are our practices working?
What will we do?

Being transparent.

How transparent are our investment strategies, management systems and processes?
Are they as transparent as we like them to be?
What are we doing to make them transparent?
How well are we doing?
What will we do?

Capitalizing on what we do in communicating with our audiences.

What are we doing to capitalize on what we do with our audiences?
How well are we capitalizing on what we do with our audiences?
How well is it working?
What will we do?

Improving our ability to tell our story and have our story told.

How well do members of the firm know and understand what we do, why and how what we do works, and what we are doing well?
What are we doing to improve their ability to be advocates for the firm?
How well are we doing?
How well is it working?
What will we do?

Leveraging our research platform.

Enterprise Management
Our Strategic Interests

Creating a culture and operating in a manner that is consistent with Our Story.

Does Our Story continue to reflect who we are and who we like to be, clearly articulate our value proposition, and provide a compelling vision for our enterprise.
Are we operating in a manner that is consistent with Our Story?
How well are we performing?
What will we do?

Improving the performance of our management processes

Meeting the information and service requirements of our internal clients.

Meeting the information and service requirements of our external clients.

Improving the quality of our service delivery.

Improving our resource management capabilities and performance

Improving the return on investment, efficiency and performance of our management tools and systems

Minimizing our risk of exposure to loss

Improving our profitability measurement processes.

Client Development
Our Strategic Interests

Demonstrating that we are responsive.

What are we doing to demonstrate that we are responsive to our clients and to prospective clients and influencers in our marketplace?
How well are we doing it?
How well is it working?
What will we do?

Creating informed collaborative relationships with influencers and client development partners.

What are we doing now?
How well are we doing? How well is it working?
Who else could we be creating a relationship with?
What will we do?

Ensuring our clients feel that their interests are being well served.

Increasing the number of informed advocates.

Establishing our brand and increasing awareness of Genus in the marketplace.

Ensuring the content, strategy and tactics of our communication programs support and reinforce our brand and client development interests
Creating relationships with the media
Responding to changes and events in the marketplace

Demonstrating our integrity

Demonstrating that we are innovative.

Demonstrating how we provide added value.

Preparing investment policy statements for foundations and institutional clients

Increasing the number of expressions of interest from private clients.

Increasing the number of expressions of interest from foundations.

Increasing the number of expressions of interest from institutional clients.

Increasing our EOI conversion rate.

The Brand
What we are known for.

We are innovative, add value, are responsive to what we learn and what happens, operate with integrity and like to be known for these things.

We are a wealth management firm that is known for operating with integrity, being innovative in what we do and how we do it, adding value for our clients, and being responsive to change and what we learn. Our interest is in preserving our clients’ wealth and creating a better than market return on their investment.

We have interests in common with and support our clients who are actively engaged in improving how we do things and what we do in our common social interests.