Six months ago, InvestmentNews did what so many other businesses across the U.S. had to do to ensure the health and safety of its staff: We closed the office and went home to help slow the spread of COVID-19.
While the virus has finally relented here in New York, the demands of covering this industry never stopped, nor did our commitment to this publication. Like so many other firms, we adapted to what we identified in the March 30 issue as “The New Normal” and adopted new ways to get the job done and publish this magazine without interruption.
It wasn’t easy, and we recognize that it hasn’t been an easy adjustment for many of you reading this. For some industries, such as restaurants and hotels, it proved nearly impossible. For those firms that have been fortunate enough to pivot, the reward was more than just being able to stay in business; it also gave the staff a sense of purpose, and of hope.
So what has a half a year of quarantine meant to the financial services industry? The InvestmentNews team set out to get an update, and we’re happy to report many positive and surprising developments.
Jeff Benjamin reveals what the future of financial services might look like as working from home is integrated into more firms’ business models.
Bruce Kelly explores how advisers will communicate with one another and with clients in this new paradigm – and how that will be properly supervised and regulated.
Nicole Casperson showcases the tech that advisers will need to plot new growth strategies from their living rooms.
Sean Allocca tells some uncomfortable truths about the wholesale shift to a fully digital workplace.
Mark Schoeff Jr. continues his coverage of how client disputes will be resolved by regulators and the industry’s governing bodies in the absence of in-person hearings.
Emile Hallez lends a voice to those who’ve had to suddenly change their retirement plans as a result of the uncertainty and health risks brought on by coronavirus.
Mary Beth Franklin lays out the tax implications and logistical adjustments for those who’ve had to set up a home office on the fly.
And Brittney Grimes counts down 10 unintended consequences that the pandemic has had on wealth management.
In March, the go-to phrase was, “We’re all in this together.” And that’s still true. The question now is: How much longer will it be until we’re all allowed to be together in any one place again, and what will it look like once we do?
Whatever the outcome, one thing is clear: Everyone involved in the financial services sector, including clients, will be feeling the effects of COVID-19 for years to come.
As the new normal becomes old hat, advisers are faced with an opportunity to reassess priorities and refocus goals to create a new paradigm that will outlast this terrible virus. Stay safe and be well.
A private partnership, Edward Jones is a giant in the retail brokerage industry with more than 20,000 financial advisors.
Meanwhile, Raymond James and Tritonpoint Partners separately welcomed father-son teams, including a breakaway from UBS in Missouri.
Paul Atkins has asked staff to solicit public comment on novel ETFs, pausing the clock on as many as 24 filings linked to the booming event contracts market.
From 401(k)s to retail funds, Deloitte sees private equity and credit crossing into mainstream investing on two fronts at once.
Big-name defections from Morgan Stanley, UBS, and Merrill Lynch headline a busy two weeks of recruiting for the wirehouse.
Wellington explores how multi strategy hedge funds may enhance diversification
As technical expertise becomes increasingly commoditized, advisors who can integrate strategy, relationships, and specialized expertise into a cohesive client experience will define the next era of wealth management
