Firm Culture
Building and maintaining a healthy culture over the long term isn't easy, but one firm's success story offers some valuable lessons.
"This is the beauty of humanity: We adapt, we evolve, we move forward,” Larry Fink says.
Firms with strong and healthy cultures share certain essential factors.
How firm culture is built and sustained must evolve in the COVID-19 era.
Once we define the culture we aspire to build, our challenge and responsibility is to cultivate it over time. That process is far from automatic and has no finish line.
The values-based framework can help leaders define, clarify, and establish a firm's desired culture, Katrina Sherrerd, PhD, CFA, writes.
Leaders need to prioritize culture, says Katrina Sherrerd, PhD, CFA.
Leading posts from August include Preston McSwain's call for more honest and accurate fee disclosures and performance reporting; an examination of Sam Zell's take on the economy by Julie Hammond, CFA; tips on how to ace job interviews by Julia VanDeren; Will Ortel's exploration of what's in a hedge fund name; and an analysis of capital markets during times of war by Mark Armbruster, CFA.
Can luck be multiplied through language? Picking a name for your firm that is both pronounceable and memorable would seem to play some role in the overall success of your effort. After all, you are unlikely to be the only game in town.
If you can isolate the beliefs that are truly influential in your professional work, you can improve your success rate significantly, says Jim Ware, CFA. Ask yourself, “What do I believe is true? And how does this affect my decisions and behavior?”