The Rise of Total Portfolio Approach - 30
our teams. This expands the collective perspective of
teams and enables them to make better decisions.
At the portfolio level, we adapt our strategy to address
changing trends and themes. For example, we
conduct an annual strategic portfolio planning exercise
to determine GIC's long-term portfolio trajectory
to ensure that we have the right organisational structure
and resources to execute well. In 2021, it was this
exercise which led to an increased focus in infrastructure
before the onset of the inflation regime.
We also regularly review our investment strategies to
monitor and verify these theses of enduring competitive
advantages and portfolio impact. We are prepared
to adjust or even cease these strategies to ensure we
continue to meet our investment objective.
One Clear Focus
The last part of building a " total portfolio " culture is
ensuring the entire organisation is aligned. We believe
that all staff should collectively apply their expertise
with a singular focus on our mandate. Collaboration
and communication are key to achieving this.
The " One GIC " mindset was introduced in 2008
when we brought together our then-autonomous
investment entities. These were originally spun
out in the 1990s to accelerate their growth as we
needed to quickly build capabilities in private markets.
We recognised the importance of collaboration
and integration as GIC continued to grow and scale.
The realignment
involved integrating investment
teams, reorganising our mid- and back-operations to
take on more complex, cross-asset investments, and
GIC's Research Network
Our GIC Research Network was established in 2021 to facilitate the flow of investment ideas
throughout GIC. It creates an ecosystem to explore and campaign for thematic ideas that can benefit
the total portfolio. This involves building research communities that draw upon the expertise of staff
from different asset classes and strategies, fostering greater cross-department collaboration and
creating synergies.
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