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An academic study looks at how predictable portfolio managers are in their actions and comparing that to performance, prompting some important questions.

Plotting the cultural life cycle of an investment firm is challenging since there are so many factors that can throw it off balance. Leaders must have organizational prowess above all else.

It is time to quit defending active management as it is and to start imagining what it should be.

A five-part description of an investment strategy offers a self-examination process for asset managers — and a way for allocators to classify and evaluate them.

Individuals within organizations face impediments in trying to escape the established order. Similar forces are a factor for organizations, especially in the asset management business.

Interviews with those involved in active management yield insights into that “community of practice,” which is at a crossroads.

An anthropological view can offer deep insight into why an organization does what it does, providing perspectives that can be missed by others.

Multi-manager, multi-strategy funds are the subject of attention and fascination now. What are the implications of their success and popularity?

Processes need to move forward over time, even when it short-term gains can come from temporary solutions. (Also, continuous improvement means that you keep at it when others stop.)

Mutual fund boards are different from other governing bodies. Here are short items on questions of independence, new rules, performance evaluations, and board assessments.

There are certain attributes that define the culture of an organization. Using asset management firms as an example, here are some thoughts about a central consideration.

This first of three postings about Bill Gross and Pimco looks at the organizational dynamics of one of the most successful firms of the last four decades — and the deposition of Gross as the Bond King.

In this first of two related postings, a Mauboussin and Callahan report serves as the framework for examining longstanding areas of weakness for asset management firms.

If the goal of an asset management firm is to provide attractive performance that meets the expectations of its clients, then the impediments to that happening should be top of mind for the leaders of an organization.

Should there be an alignment regarding investment philosophy across companies, the asset managers who buy their shares, and the investors who hire asset managers?