When investors are good at what they do, they may end up in a people management role without having been sufficiently prepared for what this entails. As a result, many will default back to what they’re most experienced in—their technical skillset—rather than actually managing the people and team.

As an organisation, the challenge this presents can be significant. Poor, or poorly communicated, leadership can lead to dissatisfaction among staff, impact performance and result in higher turnover, lower productivity which in turn impacts the end client.

In JPES’ recent Asset Owner study for 2026, over 90% of asset owners highlighted the importance of team quality and continuity and positive corporate culture as a key-criteria when selecting asset managers. Yet 97% felt asset managers fell short in this regard. Therefore, the need for strong leadership managing the constant change, accelerated pace of work and continued high expectation from stakeholders and clients is more important than ever.

This report looks at the importance of having a clear framework and strategy when it comes to succession planning in an asset management business, the challenges that both firms and new leaders face, and the ingredients for a successful transition.

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