FOR THE EIGHTH edition of the Power 100, we laud the asset owners who have distinguished themselves in navigating a changing, and often perilous, market landscape. Come 2020, the ground surely will continue to shift beneath their feet, as they balance opportunity and prudence to deliver first-rate returns.
In 2019, these owners started out after the S&P 500 almost entered a bear market. Along the way this past year, they had to steer through headline-induced downdrafts that could come from anywhere, as the trade war and other exogenous events sent the stock market into turmoil. They also had to strategize how to deal with the return of falling interest rates, as the Federal Reserve reversed its policy of tightening amid signs of economic weakness. Up ahead, those headwinds will present tough challenges. Because they met the test of 2019 with such skill and grace, our Power 100 richly deserve to be honored.
For the list this year, along with their ability to innovate, some CIOs moved up the list when we added influence into our formula of factors. As the industry is often shaped by the power qualities of the CIO, their ability to collaborate also continues to play an important role, as CIOs tread carefully toward continued globalization, co-investment and team development to create investment offices that will last far into the future.
THE EQUATION
- 50 Innovation & Influence
- 20 Collaboration
- 10 Talent Development
- 15 Fund Size
- 5 Tenure
- =100 Overall Score
The Innovation & Influence Factor
Power in institutional investing stems from ideas, innovation and the ability to influence—concepts that factor massively into our ranking of the world’s most powerful asset owners. That’s more important now than ever as the pace of change accelerates, which is why the category now has a higher weighting than prior years.
50for the recent invention of a new system of investing or for a massive amount of industry influence (e.g. The Yale model, liability-driven investing).
40for a wholesale change of asset allocation, risk management, portfolio construction, and manager selection methods at the institution, or for exemplary leadership and innovation relating to a major industry issue.
30 for the beginnings of change to the portfolio, through one or more of the traditional CIO job responsibilities, or for leadership and innovation relating to a significant industry issue.
20for managing assets with aptitude while navigating industry challenges, politics and trends with savvy.
TIE BREAKER In case of a tie in total score, the asset owner with a larger sum of innovation and fund size factor received the higher rank, emphasizing the importance of innovation at scale.
The Collaboration Factor
Influence is multiplied when ideas are shared—most often through co-investing, sitting on the investment committees of other institutions, actively participating in industry trade groups, publishing, and ongoing engagement with other CIOs.
20for those who aggressively participate across all major collaboration outlets.
10for those who actively participate in knowledge sharing via some, but not all, collaboration outlets.
0for those who only occasionally collaborate with their peers, but are generally insular.
TIE BREAKER In case of a tie in total score, asset owners with a larger sum of innovation, collaboration, and talent development scores took the higher rank.
The Talent Development Factor
Developing future CIOs is essential for this industry—and for anyone who claims to have power in it, for there are few better ways to expand your influence than through strong teams and alumni.
10for the continuous development of talent that either departs to lead other institutions or stays to enhance a team’s strengths.
5for moderate levels of talent development, defined as occasionally seeding the leadership of other institutions.
0for working in a one-person shop, where (by definition) talent development is not an option.
TIE BREAKER In case of a tie in total score, asset owners with a larger sum of innovation, collaboration, and talent development scores took the higher rank.
The Fund Size Factor
15>$250B (USD)
14 – 12$250B – $100B
11 – 10$100B – $50B
9 – 7$50B – $20B
6 – 5$20B – $5B
4 – 3$5B – $1B
2 – 1<$1B (USD)
TIE BREAKER In case of a tie in total score, asset owners with a larger sum of innovation, collaboration, and talent development scores took the higher rank.
The Tenure Factor
Time spent as an asset owner carries weight—the longer the better.
520+ years
420 – 15 years
315 – 10 years
210 – 5 years
15 – 0 years
TIE BREAKER In case of a tie in total score, asset owners with a larger sum of innovation, collaboration, and talent development scores took the higher rank.