Right Lane Review — The Collective Pivot
COVID-19 has dominated our news feeds, our conversations and our headspace. What is unique is that we are experiencing this collectively. How we experience it will differ but this pandemic affects all of us.
It’s important to remind ourselves that regardless of how we got there – we pivoted. We brought our office furniture home, found nooks and cupboards to turn into offices, negotiated table space, bemoaned internet speeds and re-negotiated our calendars. The step you take after you pivot is the first of many towards adapting. In this edition of the Right Lane Review we outline processes, tools and practices that will support you to move towards adapting.
In this article, we apply our own Dynamic Pathway Planning methodology to illustrate its practical application for organisations seeking to make sense of COVID-19 and develop their medium-term COVID recovery plan.Read More
Right Lane experts Lora Vaioleti and Zoe Pappas recently presented the ‘Playing the virtual long game: a Right Lane playbook’ webinar, suggesting ways to best position your organisation for successful longer-term virtual teaming. In doing so, Zoe and Lora also work through a series of available templates from the Playbook to help organisations navigate their virtual norms.Read More
COVID-19 has dominated our news feeds, our conversations and our headspace. What is unique is that we are experiencing this collectively. How we experience it will differ but this pandemic affects all of us. This pandemic has demanded a lot of us and it will continue to for some time. However, it too will pass and it is important to think about the kind of organisation you want to be on the other side of this disruption. In this edition of the Right Lane Review we outline processes, tools and practices that will support you to move towards adapting.Read More
Virtual meetings have fast become our new normal; and while principles for running effective in-person meetings remain highly relevant, we need to adjust our approach and focus to get the most out of our virtual interactions.Read More
Supporting teams to be more productive is about making productivity a habit which requires a three-step approach: first, constantly reinforce priorities; second, make it easy to start and hard to stray away from them; and finally, build in rewards to sustain the habit.Read More
We explore the necessary conditions for a culture of accountability and how to foster these conditions when working remotely by focusing on two factors: the right cadence and using the right digital tools.Read More
The current COVID-19 situation is first and foremost a health concern. We must keep our people and workplaces safe and reduce the risk to our families and communities. The secondary challenge is keeping the wheels of our economy and businesses turning. Decisions still need to be made, strategies and plans developed, and we still have to bring together groups for powerful, meaningful collaboration if we are to continue to deliver as best we can through turbulent times…Read More
At Right Lane, most of our work centres on helping our clients develop and implement better strategies. Because it’s so central to our practice, we try to stay on top of every development in the academic literature and practitioner discourse. We reflect regularly on our project learnings, and we endeavour to harness our own ideas and advance knowledge in the field.
This collection ‘New year, new challenges. Ideas to inspire action’ includes some of our best thinking with regard to resource allocation, team effectiveness, strategy implementation, and getting full value from strategy workshop outcomes.
Account consolidation and legislative changes are placing pressure on funds’ fee models, putting their business models at risk.
At a system level, funds are experiencing an increasing gap between total expenses and total fees due to a decline in total member accounts. In the past five years, total expenses grew by 6% CAGR, while the total number of member accounts declined by 2% CAGR, total revenues declined by 1% CAGR. This issue is likely to be exacerbated by a fundamentally more expensive business model required to meet members, regulators and other stakeholders’ expectations and to compete with more aggressive rivals.
Inside Super 2 (UPDATE) – Direct-to-consumer: remaining relevant in the future of super distribution
In November we shared with you insights on remaining relevant in the new super distribution landscape. Our analysis showed that an increase in switching activity was largely benefiting two industry funds, who have seen record cash inflows mostly at the expense of the retail funds that came under intense scrutiny during the Royal Commission. Since then new APRA data shows that these two funds continue to win the vast majority of ‘switching FUM’ as demonstrated by net roll-ins excluding successor funds transfers (SFTs).Read More