Advice culture and remunerationBY GREG MARTIN | VOLUME 14, ISSUE 3 The psychology behind good and bad advice We are all motivated reasoners and our motivation is rarely simply financial. Life insurance commissions, much like Satan and the universe ... Get articles like this delivered to your email - Sign up for the free weekly newsletter  More Articles |
Latest News
Advisers should rethink portfolio construction: La Trobe
La Trobe Financial has urged advisers to broaden portfolio construction beyond traditional equity and bond allocations, arguing that slowing productivity, persistent inflation risks and changing market dynamics require greater focus on real assets and private credit.
Advice complaints see biggest increase in FY26: AFCA
Despite only accounting for less than 10% of the total complaints lodged, investment and advice complaints have seen the steepest increase in FY26, data from AFCA shows.
Acclime acquires Melbourne's Polar 993
Acclime, a provider of corporate, governance, advisory and fund services across Asia Pacific and global markets, has signed an agreement to acquire the independent trustee and fund administration business from Melbourne.
Platforms are not solution providers: AZ NGA
AZ NGA group chief executive Paul Barrett warned platforms should stay in their lane rather than overstep to improve financial adviser productivity, reiterating that it is the advice business' responsibility to do so.
Further Reading
Cover Story
Advice with soul
SACHA BURCHGART
FOUNDER AND FINANCIAL PLANNING SPECIALIST
BURCHEART
FOUNDER AND FINANCIAL PLANNING SPECIALIST
BURCHEART
Though she initially tried, Sacha Burchgart couldn't escape the call of a career in financial advice; it just took staring down her own mortality to see what's possible when you do things differently. Jamie Williamson writes.
Expert Feed
A never ending story of levies
The extensive processing period for Shield and First Guardian complaints means financial advisers will likely not be able to see an end to a series of ...
When 'diversification' stops being diversified
While many are worried about the dominance of US mega-cap companies, the same trend is also transpiring domestically, creating a concentration issue for ...
Secondaries: Handling a double-edged sword
Secondary transaction volume in private markets continue to hit new highs, as does fundraising for secondaries vehicles. Yet the market presents vulnerabilities ...
Operational alpha: How wealth tech is reshaping fund distribution in Australia
Innovative technology emerging across wealth management is transforming how funds are distributed among financial intermediaries, an expert says.
Good, but too little and too late for all those whose lives have been severely disrupted by the blindness of ideology.
Great comment Sue Allen - sums up my opinion too.
The bigger question here Greg relates to the organisation having the right cultural and ethical frameworks in place first of all, and secondly, the right implementation process to practically apply the framework throughout the organisation
As we have seen from the Royal Commission there seems to be a disconnect in building a robust cultural and ethical framework that can be implemented from the top down throughout organisations
In 2016 we built a unique cultural and ethical framework in our organisation that was based on Kantian and utilitarian ethics and ethical decision making and comprehensively rolled this out to the leadership team and staff which doubled our NPS
I guess the lessons you learn from this are if you truly want to embed a culture into an organisation then you need the right training and induction framework in place to fully implement and embed culture and ethics into the DNA and self identity of individuals throughout the business