As we begin another new year, a fresh set of challenges and opportunities await the world of financial advisors. The themes remain the same as years past – technology, regulation, and practice management – but the landscape is shifting and changing.
In terms of technology, 2014 seems to have been the year of the “robo-advisor”, but I anticipate that 2015 will be the year of “robo-advisors for advisors”, with a looming explosion of financial technology (or “FinTech”) for advisors. While the robo trend has not actually picked up much in the way of client assets, it has clearly highlighted the lack of competitive technology solutions for advisors, and that’s a business opportunity a number of new businesses are aiming to solve. After years of having few and poor choices for technology, 2015 may be the first year of a new trend, where the challenge for advisors is making a decision in a sea of overwhelming (though not necessarily all good) choices instead.
With respect to regulation, we face yet another year of potential proposals on a new fiduciary rule, but with the Department of Labor set to announce their fiduciary redraft as early as this month, we may finally be about to move on to the next stage of the debate. In the meantime, regulators are poised to make mandatory succession planning (or at least, business continuity planning in the event of death, disability, or retirement of the advisor) as the surprise “hot” issue of the year, and the first half of 2015 will also witness an outcome to the case of Camarda vs CFP Board – which, win or lose, will have significant ramifications for the role of the CFP Board and its marks in the future of the financial planning profession.
The third big trend for advisors in 2015 is the ongoing slow-motion “crisis of differentiation” unfolding amongst advisors. As organic growth rates slow for the entire industry, there simply aren’t as many “unattached” clients as there once were, and as more and more advisors step up to deliver financial planning and wealth management, being an experienced and credentialed advisor just isn’t the differentiator it once was. In the coming year, I anticipate we’ll see a lot of advisory firm taking a hard look at their current marketing approach, sowing the seeds of a future niche or specialization to reignite their growth in the future, and/or making a commitment that it’s no longer enough for the average firm to spend a mere 2% of revenues on marketing anymore.