European asset managers face a decisive moment. While local assets under management hit record highs, a handful of US giants have quietly conquered the continent; BlackRock and Vanguard alone now control $4.9 trillion in European assets, double their footprint from a decade ago. These firms not only brought capital, but also operating models built for scale, efficiency and speed, approaches that have left traditional European houses scrambling to catch up.
This isn’t about investment capability, though: European managers still rank among the world’s best. The real test is operational agility. The problem is in how firms operate, particularly in their approach to resilience, governance and time-to-market. With 85% of asset managers planning major restructuring, the window for transformation is closing.
Four priorities stand out for 2026: simplifying execution, strengthening governance, aligning functions, and empowering teams. Together, they form the foundation for resilience and growth in a shifting market.
Streamline: reducing operational drag
Complexity is the defining feature of modern asset management. Multiple product lines, jurisdictions and client segments create layers of administration that can spiral into inefficiency. When these complexities go unmanaged, the effects are immediate: delays in fund launches, duplicated work and dissatisfied clients.
Simplification means implementing streamlined, technology-enabled processes that unite all aspects of the business. Centralising approvals and maintaining version control eliminatesduplication, ensuring that only accurate, compliant materials are shared with clients. In a landscape where client confidence often depends on clarity and speed, these fundamentalsmake a measurable difference.
Automation also plays a role. Routine tasks like fact sheet updates, approval checks, or sharing the latest content with sales teams can all be streamlined, easing the bottlenecks that have traditionally slowed client communication.
In markets like the UK, where client confidence hinges on clarity and speed, these fundamentals make a true difference.
Strengthen: governance as a foundation for trust
In financial services, regulation often feels like a burden. New frameworks such as PRIIPs, MiFID II and SFDR have added layers of documentation, delays, regional differences and time-consuming reporting requirements. But compliance should really be seen as a route to differentiation.
Companies that view governance strategically can strengthen client relationships. Detailed audit trails showing disclosure timing, approval and regulatory compliance show operational discipline and transparency.
Governance is also a growth enabler. Firms with consistent, compliant messaging across all desks and geographies are better placed to expand internationally or confidently enter private markets. With governance embedded in day-to-day processes, leaders can scale with assurance, knowing every team is working from the same set of approved standards.
Unify: overcoming silos across the business
Organisational silos remain a drag on European asset management, with investment teams, marketing and distribution functions operating in isolation despite the heavy toll on efficiency.
Bringing these functions together requires shared systems, common standards and accountability. That includes giving teams access to the same up-to-date materials, searchable repositories and clear ownership of messaging.
The result: advisors and relationship managers can deliver consistent insights across regions, while investment experts spend more time innovating and less time hunting downapprovals. Better alignment translates directly into improved client experience.
Equipping teams for future demands
The best processes mean nothing without skilled, confident teams. As investor demand for private markets accelerates, distribution teams face steeper learning curves around complex products. Simultaneously, turbulent public markets mean advisors need to guide clients through volatility with authority and confidence to maintain trust.
So ongoing training and ready access to insights are critical. As AI increasingly becomes part of the equation, teams can surface the most relevant materials in seconds and access embedded training modules that support knowledge continuity. Firms that truly invest in their teams, providing client-facing staff with timely, relevant information and training will see moreproductive meetings, faster decisions and improved client loyalty.
Moving forward with intent
Reshaping operations is no small task. Legacy systems, entrenched processes and cultural silos all drag down progress. But the cost of inertia is much higher. As global competition rises and clients demand more transparency, firms that hesitate will lose serious ground.
European managers remain among the most sophisticated in the world, but expertise alone won’t secure their future. To stay competitive, they need to apply that same discipline to the way they operate.
By streamlining operations, reinforcing governance, breaking down silos and empowering their people, European firms can defend market position while building for future growth.
