There are large changes affecting Europe's asset management sector. One challenge is complexity; another is governance, while internal alignment and empowering teams are also important topics. The author sets out the tasks for the industry as 2026 comes closer into view.

The following commentary comes from Gemma Livermore (pictured below), who is head of financial services, international marketing, at Seismic, a sales enablement platform using AI and other technologies. The editors are pleased to share these views; the usual editorial disclaimers apply to views of guest writers. To comment, email tom.burroughes@wealthbriefing.com and amanda.cheesley@clearviewpublishing.com
 

Gemma Livermore

The European asset management market is at a crossroads. On one hand, the industry has never been stronger, with assets under management climbing to record highs. On the other hand, the balance of power is shifting. A “super league” of US managers – for example, BlackRock and Vanguard – have doubled their European assets to $4.9 trillion over the past decade, leaving UK, French, German, and Swiss firms struggling to keep pace. 

But the issue isn’t a lack of investment expertise. In fact, UK and European managers remain among the world’s most sophisticated, with deep pools of talent and resources. The problem lies in the way firms operate, particularly in their approach to operational resilience, governance, and speed-to-market. It’s no surprise then that 85 per cent of firms believe that asset managers will need to radically restructure and redefine their operations to survive. 

The question is not whether managers will adapt, but how quickly and effectively they can deliver results. Here are the top four priorities that will shape how European asset managers respond to this moment and position themselves for the years ahead.

Simplify: cutting through complexity
Balancing multiple funds, product lines, jurisdictions, and client types, asset managers are no strangers to complexity. But when certain complexities go unmanaged, it soon drags down growth. Content and messaging bottlenecks slow fund launches and updates. Teams duplicate work, chase approvals, and risk inconsistencies creeping into client-facing materials, resulting in wasted time, higher costs and dissatisfied clients.

The purpose of simplification is about restoring agility and consistency at scale. That means creating streamlined, technology-enabled processes that bring together all the moving parts of the business. Instead of duplicating tasks across silos, firms can centralise approvals, enforce version control and ensure that only the most accurate, compliant materials reach the market. 

Simplification also means cutting down the noise of day-to-day execution. By automating routine tasks, such as fact sheet updates, approval flags, or sharing the latest content with sales teams, firms can relieve those bottlenecks that historically delay client communication. In the UK, where client confidence is won and lost on clarity and speed, these basics matter.

Governance: turning compliance into confidence
In financial services, governance is often framed as the cost of doing business. Each new regulation, whether it’s PRIIPs, MiFID II, or SFDR, is seen as another hoop to jump through, adding paperwork, delays, and regional quirks that slow things down. But treating regulation purely as a burden misses the point.

Governance can be a powerful differentiator when it comes to trust and transparency. By showing exactly when a factsheet was updated, who signed it off and how disclosures were met, firms satisfy both regulatory requirements and client expectations, sending clear signals of discipline and accountability.

Equally important, governance enables firms to grow without losing control. Consistent, compliant messaging across all desks and geographies is the foundation of scalability. Whether it’s expanding internationally or building a presence in private markets, firms with embedded governance can move faster and more securely, knowing that every team is working from the same approved, up-to-date materials.

Alignment: breaking down silos 
One of the biggest ongoing issues in European asset management is internal misalignment. Investment teams, marketing functions, and distribution desks have valuable expertise but often work in silos, leading to duplicated efforts, delays, and inconsistent messaging.

Unifying these functions requires shared systems, common standards and accountability. This means sharing access to the same up-to-date materials, searchable repositories and explicit ownership of messaging. That way, advisors and relationship managers can deliver consistent insights across regions and investment experts can spend more time innovating and less time chasing approvals. When alignment improves, clients notice the impact. 

Empower: equip your teams
When all is said and done, no transformation succeeds without capable, confident teams. Even the best processes will fail if people don’t have the knowledge or confidence to use them. As investor demand for private markets grows, distribution teams need to master more complex products and narratives. At the same time, in turbulent public markets, advisors need insight and confidence to guide clients through uncertainty and maintain trust. 

To keep pace, teams must be equipped with more than just the right tools, they need ongoing learning and access to insights. This ensures that client-facing teams are continually enabled and supported, always prepared to deliver. At its simplest, it means giving people the information, training, and context they need, when they need it. 

When this foundation is in place, meetings and pitches become sharper, decisions faster, and client relationships stronger, because every participant is equipped with clear, compliant, and relevant content. And now, with AI entering the discussion, teams can easily surface the most relevant materials in seconds, while offering embedded training modules to support knowledge continuity. 

Swift but thoughtful change
To conclude, transforming asset management is demanding. Legacy systems, entrenched processes, and cultural silos all hinder progress. However, the risk of inertia is greater. As global competition grows and clients demand more transparency, firms that delay will fall behind.

There is no time more powerful than the present. Since European managers have historically thrived by blending tradition with innovation, they now need to apply that same mindset to their operations. Simplifying execution, strengthening governance, aligning internally, and empowering teams will be crucial for maintaining their relevance against global competition and preparing for what lies ahead.