What is the purpose of your company? Not what it does, but its purpose. Its goals. Its compass. A meaningful answer is usually pretty short, understood by a layman, and can provide a light to follow through tough decisions. The pressure for companies to rethink their purpose, and the sharing of rewards across a company’s stakeholders, has risen sharply.

Get Social, ‘S’ from ESG, wrong and a company stands to lose customers and employee loyalty, and damage value of the business. The priority of owners in how socially responsible investments are made, and the expected returns, are key. Liquid markets can deliver rapid change in ownership. Can the two coexist? Owners are as much part of the solution as part of the problem.

China is relying on consumer spending for growth, with consumption driven by running property prices, rapidly rising incomes and debt. China’s property prices reached 84% of those in the U.S., yet disposable income is just one tenth. As the trade fallout with the U.S. saps demand for jobs – red flags are up.

For years, CEOs across the world have diluted their focus by serving on the boards of unrelated companies. Average time commitment for a board position at an S&P 500 company is around one month! Shareholders don’t get a vote on CEO focus – how can they get the undivided attention they deserve?

Dominant technology companies protected by awesome ‘network effects’ can benefit society and investors. But monopoly control of communications or private information can have unexpected consequences for users. How bad it can get depends on who’s running the company and who runs the regulators. What is ‘network effect’ and how can it be controlled?

China’s ambitions being challenged is creating significant uncertainty. Alongside this, MSCI and FTSE appear to be stumbling over each other to add China weight to their indices. The potential to reshape the benchmarks has significance – for both active and passive investors. Is the herd being led down a dark alley?

While a big payday for a CEO is not headline material anymore, it still makes most people queasy. When a CEO earns $20 million in one year, it would take someone making $100,000 a year more than four lifetimes to earn the same amount. Balance matters.

With markets recognizing heightened risks, investors can expect volatility ahead. While it is impossible to time the market, an active manager with a demonstrated track record should be positioned to add value during market declines. Our Quality Growth approach is mindful of risks through the cycle, regardless of market despair or exuberance.

In the age of digital disruption, it’s no surprise that physical stores have suffered, receiving terrible press over the past few years. But for those of us looking beyond the headlines, we have found that brick and mortar franchises continue to prosper in select segments of the retail industry.