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Reframing Finance: New Models of Long-Term Investment Management

Reframing Finance: New Models of Long-Term Investment Management

Authors
Publisher Stanford University Press
Year 2017
Pages 216
Version hardback
Readership level Professional and scholarly
Language English
ISBN 9781503601789
Categories Finance
$159.67 (with VAT)
709.80 PLN / €152.18 / £132.11
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Book description

Since the 2008 financial crisis, beneficiary organizations-like pension funds, sovereign wealth funds, endowments, and foundations-have been seeking ways to mitigate the risk of their investments and make better financial decisions. For them, Reframing Finance offers a path forward.


This book argues that institutional investors would better serve their long-term goals by putting money into large-scale, future-facing projects such as infrastructure, green energy, innovation in agriculture, and real estate development. At the same time, redirecting long-term investments would close significant financial gaps that government cannot. Drawing on key contributions in economic sociology, social network theory, and economics, the book conceptualizes a collaborative model of investment that is already becoming increasingly common: Large investors contribute more directly to private market assets, while financial intermediaries seek to foster co-investment partnerships, better aligning incentives for all. A combination of rich case studies and rigorous theory enables asset owners to move toward more efficient, private-market investing, while also laying groundwork for research at the frontier of finance. "Finally, a manifesto for the future of finance that is informed, has vision, and takes seriously what can be accomplished in the long-term. The authors have produced a roadmap that should be heeded by the financial services industry, government, and academia. With breadth to match its depth, this book is pathbreaking!" -- Gordon L. Clark * Oxford University * "In this clearly written volume, Monk and Sharma (Stanford Univ.) and Sinclair (Deloitte) make a strong case for mobilizing the vast sums held in the institutional finance universe (endowments, sovereign funds, foundations, pension funds, insurance companies) to finance long-term investments (infrastructure, clean energy, toll roads, pollution control)...Recommended." -- C. J. Siegman * Choice * "Beyond reporting the latest thinking on institutional investment, this book guides asset managers and owners through an increasingly complex environment. Skillfully blending theoretical insights with practical guidance and case studies, it is essential reading for owners and managers seeking to maximize the impact of their long-term investments." -- Paul Rose, Ohio State University * Moritz College of Law * "Many of the most serious problems in our society-from crumbling infrastructure to environmental degradation-can only be addressed through long-run investments. Meanwhile, large pension funds are seeking higher returns than those traditional stocks and bonds can offer. Reframing Finance explores this critically important territory, deftly documenting both the barriers to long-run investing and how they can be overcome." -- Josh Lerner * Harvard Business School * "Reframing Finance is one of few academic volumes that rigorously explore the potential and viability of alternative investment models, amidst critical literature on infrastructure finance that gives limited attention to possible alternatives."--Jenny McArthur, Journal of Economic Geography "What gets measured gets managed. This book outlines the things that truly make the long-term difference to investment effectiveness and returns, namely: comparing global best practices, collaborating on issues of joint interest, and ultimately co-investing. These '3Cs' rely purely on trusted relationships, which need to be identified, built, and nurtured. I congratulate the authors on identifying this need, and providing the theoretical, empirical, and practical framework to guide us." -- Adrian Orr * CEO of the Guardians of New Zealand Superannuation and Chairman of the International Forum of Sovereign Wealth Funds * "The authors shed light on the misalignment between long term investors and intermediaries when it comes to lower risk, long term real assets in private markets. They suggest solutions, many of which CPPIB employs-that enable investors to effectively utilize the advantages of long horizon and scale." -- Mark Machin, President and CEO * CPPIB * "This book raises provocative questions about our current capitalist system and suggests how long-term capital can be better allocated to address the world's toughest problems. The book's thoughtful analysis and comprehensive solutions are relevant for investors, CEOs, and policy-makers alike." -- Dominic Barton, Global Managing Partner * McKinsey & Company *

Reframing Finance: New Models of Long-Term Investment Management

Table of contents

Contents and Abstracts1A Collaborative Model for Long-Term Investing chapter abstractThis chapter introduces the key themes that will be looked at in this book. In particular, it looks at the problem of long-term investing, illustrating why institutional investors are not acting in a long-term manner and the repercussions that this has for wider society. It provides a clear distinction between asset owner investors who have monopolies over their capital source and financial intermediaries, who are essentially acting on the former's behalf but have come under much scrutiny for their shorter-term, opportunistic, and at times unethical behavior. The collaborative model of long-term investing and re-intermediation thesis is introduced as an innovative way for institutional investors to overcome some of the challenges of short-termism. The chapter outlines how social network theory and economic sociology are used to validate the collaborative model. This paves the way for detailed explanations and case study examples starting in Chapter 2.





2Building an Institutional Investor's Collaborative Network and Social Capital chapter abstractDrawing on social capital theory, this chapter provides the key theoretical validation for why it is crucial for institutional investors to build their social capital. It argues that one of the key value propositions of financial intermediaries is the network that they are able to tap into when facilitating the investment management process, whether it be for sourcing opportunities, attracting investor capital, or acquiring proprietary knowledge. This argument is backed up by the literature, specifically when one understands in detail the structural, relational, and cognitive dimensions of social capital. The chapter provides practical guidance on how institutional investors can overcome some of their own long-term investment challenges by building an effective and efficient network. After providing key considerations for network-building, the chapter analyzes some of the major membership and roundtable initiatives that have been created to help institutional investors collaborate and achieve their long-term investment objectives.





3Re-intermediating Investment Management chapter abstractChapter 3 focuses on the re-intermediating aspect of the collaborative model, explaining the idea that institutional investors need to re-engage with their asset managers in order to obtain greater alignment of interests. The chapter recognizes that asset managers can provide value to their investor clients under the right terms and conditions and seeks to understand what such a governance arrangement looks like. It draws inspiration from the sociology-informed relational contracting method, which emphasizes trust, mutual dependency, and cooperation over the long term as key norms of the contractual engagement. Relational contracting is thus proposed as an ideological form of governance between investors and investment managers, which is practically translated into more discrete mandates, greater responsibility for investors, greater transparency, and robust incentive structures. The chapter provides theoretical evidence for the importance of relational contacts and practical guidance for achieving them.





4New Vehicles to Drive the Collaborative Model chapter abstractChapter 4 presents actual case study examples of the vehicles that have been set up and represent the collaborative model. Whereas earlier chapters provided the theoretical explanation and validation for the collaborative model, Chapter 4 provides detailed explanations of eight investor-led co-investment platforms, joint ventures, and platform companies. The vehicles illustrated represent innovative ways for institutional investors to pool capital together to invest around the world into long-term assets such as infrastructure, agriculture, and real estate. The case studies are designed to outline how they came about and what the challenges were in their setup. The chapter is supplemented with a database that identifies over a hundred collaborative investment vehicles that have been set up mostly in the last few years. This chapter will help provide key lessons on strategy, governance, and structural issues as more of these vehicles are setup in the future.





5The Future of Long-Term Institutional Investment chapter abstractThe concluding chapter emphasizes the need for institutional investors to rely on their own network economies as well as the agglomeration economies that they have access to through financial intermediaries. Social capital managers can be instrumental in helping institutional investors take advantage of these networks. Responding to the current trend toward peer collaboration and dis-intermediation, the chapter emphasizes the need for existing intermediaries to change their business models to keep pace. The number of new intermediaries that can help facilitate the flow of capital more efficiently into long-term assets are predicted to increase. The chapter highlights the importance of the government's role and the value of teaming up with true long-term partners for the sake of long-term assets like infrastructure,. This is the essence of the collaborative model, which helps investors achieve their own commercial objectives as well as broader economic objectives for society.

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