Power in institutional investing stems
from ideas and innovation—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.
50 for the recent invention of a new
system of investing (e.g. The Yale
model, liability-driven investing).
40 for 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
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.
20 for managing assets with aptitude
while navigating industry challenges
and trends with savvy.
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.
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.
20 for those who aggressively participate
across all major collaboration outlets.
10 for those who actively participate in
knowledge sharing via some, but not
all, collaboration outlets.
0 for those who only occasionally
collaborate with their peers, but are
THE FUND SIZE
15 >$250 Billion (USD)
14 — 12 $250B – $100B
11 — 10 $100B – $50B
9 — 7 $50B – $20B
6 — 5 $20B – $5B
4 — 3 $5B – $1B
2— 1 <$1B
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.
10 for the continuous development of
talent that either departs to lead other
institutions or stays to enhance a
5 for moderate levels of talent
development, defined as occasionally
seeding the leadership of other
0 for working in a one-person
shop, where (by definition) talent
development is not an option.
Time spent as an asset owner carries
weight—the longer the better.
5 20+ years
4 20 – 15 years
15 – 10 years
10 – 5 years
1 5 – 0 years