Speaker 1 [00:00:08] As Broadridge. You know, our position as a technology provider and also providing analytics and intelligence across the distribution function. You know, we really see that the in the new product development process is sort of the core for a lot of the thinking, a lot of the ideation and innovation to meet those evolving needs.

And you know, we really see this in the data as well. You know, the global market intelligence platform, it tracks 100 trillion in assets globally. And if you look back over the last ten years, you know, you can see that new funds less than a year old captured one third of the sales in total, which is massive, you know, and this this is a trend that's increasing.

And if you look back to the decade before they captured one fifth, so it's up to one third from the decade before. So new product development really important. The world spinning faster and faster. And I think it's incumbent on product development teams to meet the needs of of tomorrow.

Speaker 1 [00:00:05] So I think that one of the key things that managers need to take in mind is Asia. Where can they actually balance their priorities and new.

So how can they align the expectations with headquarters? I think that's one of the key challenges that we see whenever British talks to global managers.

One of the key things that came about, that's not so much of a lack of resources or sort of inability to get resources, but more of a challenge to the way to focus your resources on top priorities. And I think it goes a little bit more to the slingshot opportunities.

You do not know where are the best that can really pay off in a good big way, but at the same time, you kind of need to place bets in certain areas.

It's sort of a long term view, but also be able to gain quick wins in those markets. I think those are some of the things he thinks that we take away from that.