These seven emerging trends demonstrate that some business owners seriously respect the key influences in the advice industry today and are reacting to these by changing the way their business is structured. They are changing how their business operates, and the capabilities it has to not only manage and develop the business but to effectively interact with clients and deliver value to them.

A copy of article published in Professional Planner June - July, 2009

Just as successful advice businesses of the future will look very different to the typical business today, the successful licensee (dealer) group of the future will bear no resemblance to the typical dealer group we now know.

A copy of article published in Money Management July 30, 2009

As the role of the adviser and advice business is undergoing such rapid change, the capabilities of the successful licensee (Dealer Group) will need to change significantly if they are to deliver value to their clients in the future.

The successful licensee group of the future will understand what is important to their advice business clients, what their support needs are and build the capabilities within their organisation to deliver to these needs. It is exactly the same process that the advice business follows with their clients – understand the client better than the client understands themselves, identify their advice needs and build the capability to deliver to those advice needs.

The full version of article appearing in GFM May, 2009

The successful Advice Business of the future will look very different than those of today. The key influences on our industry over the next 4 years - the growing power of the client, increasing operating costs and the challenge of attracting and retaing talent - will reshape the structure, focus and economics of advice businesses operating successfully in 2012 and beyond.

A copy of an article published in international magazine, Limra Market Facts Quarterly September 2008

Developing an Operating Model provides clarity for the priorities of a client centric advice business

A Business Operating Model provides much needed clarity for the leaders of an advice business as to their priorities in transitioning to a business that will dominate this industry within the next five years. The Operating Model provides a clear picture explaining why specific capabilities, structure and management are required if a business is to deliver real value to clients.

A copy of an article published in the Australian Journal of Financial Planning May 2008

Given the views of some our industry opinion leaders, the outcomes of market research and the experience ACC has had working with a range of advice businesses, we believe there will be three business models that will dominate the advice industry by 2012. These business models have been branded The Advice Centre Model, The Integrated Financial Services Model and the Advice Partnership Model.

This article was published in The Australian Journal of Financial Planning, November 2007

This year's study draws draws from financial and operating performance data from more than 700 independent advisory firms. The report marks the 14th industry review completed by Moss Adams since 1992.

A copy of an article from Investment Advisor providing an overview of the key findings of the most authorative study on the advisory business.

A view on the future of the Advice Industry.

Undiscovered Managers/JP Morgan belive there will be five unstoppable forces that will alter the economics and structure of the advisory industry over the next five years. This report, published in July 2005, provides a view that in the US it will only be those businesses that are ably to grow to achieve the benefits of scale that will be able to resist these forces and continue to operate with the financial results to which they have been accustomed.

Most seasoned planners have experienced clients who failed to implement a well designed plan. This article, adapted from a newly released book by Scott and Todd Fithian, examines five key reasons for such failure, and how, through what is called the confidence formula, advisers can diagnose and improve their approach in order to reduce the failure rate.

Article from September Issue of (US) Journal of Financial Planning

According to the 2006 Moss Adams Financial Performance Study of Advisory Firms, advice businesses grow along a predictable path. As firms generate ever larger revenues, they evolve through five distinct stages, each with its own challenges and opportunities - and barriers that shrink profits and boost the workload as firms struggle to break through to the next level.

From January 2007 issue of Investment Advisor magazine