In talking to many organisations about RDR and its implications and following our own extensive research it seems that whilst most companies claim to have got their thinking straight, they have not started implementation.  However, further discussion reveals an inner tension causing more than a little discontent.

Many organisations have done their thinking, but only on the things they know they have to do in reaction to the regulations. Product re-design, pricing, adviser remuneration etc are obvious and unavoidable if you want to stay in business post–RDR but we all know RDR’s implications go far beyond simple reactions. This is where the discomfort sits.

If organisations want to act upon RDR, if they want to plan for the changing shape of the market and if they want to exploit opportunities they have to vision the world post 2013. What will the market place look like, what will the consumer do, who will be the new kids in town, how will the direct opportunities play out??? These and other questions bounce around some board rooms like party balloons. Everyone has an opinion but nobody is emerging from their silo and wanting to put firm hypotheses together.

The results are circular discussions and the form rather than the substance of progress.

We have analysed the impact of RDR in detail and if you are suffering from this intellectual stagnation you really need to act now. All organisations need to understand the post 2013 landscape and move their executive discussion from the speculative to the key hard questions they will have to answer if they are to thrive in the new world. Without these answers your plans can never be anything but hopeful indications of direction of travel.