Business: speak out if you want to be heard One thing we do have in common with banks, however, is the need to build trust, in our case around fund fees, which need to be more transparent, and the delivery of investment performance. Recently, I spoke on the subject of "How socially useful are investment professionals?" at the annual CFA Institute conference in London - a large gathering of the fund management community. I suggested that as things stand, the answer is "definitely not as useful as we could be." Fund managers could and should be as useful to people as their lawyers or doctors - since financial health is clearly an important aspect of life. We're a long way from that position - since very few people even know what fund managers actually do, let alone consider our services indispensable. That can be changed - but first we need to be seen as interesting enough to be listened to - and that means offering up good ideas that can help move businesses and the economy forwards. A frequent complaint within the fund management community is that no one listens to us - but I would argue that's because we don't use our voice. For example, a leading industry figure complained to me recently (with respect to the financial regulations coming out of the European Union) that "it feels like there's a bus bearing down on us to scoop us up, but the drivers have very little idea of what a good destination looks like and less of how to get there." Instead of complaining, we could help to pinpoint that destination and then have more of an influence in drawing the map (and the other maps we all need for a secure future). The irony is that fund managers certainly have - and are paid to have - views on a whole variety of market, company, economic, policy and political issues. But we rarely emerge from behind our desks to try to proactively influence outcomes. This bothers me - not least because many asset managers have much to contribute. Private discussions reveal a lot of interesting, strong opinions about the key topics and not just because there's money to be made and lost - I've heard many other well analysed broader implications for the operation of businesses and lives that could be useful to others if shared. Genuine boldness and a more outward perspective are needed to get those views out there - and that requires quite a different mindset than currently prevails. The fund management industry loves to form committees, ostensibly to form a higher impact, collective stance but these often succumb to the lowest common denominator of shared opinion. Committees also dilute personal accountability - instead, each of us needs to stand up and be counted. I'm a huge believer in collaboration to get the best result - once you know where you are headed. Before we reach that point, the big questions need thrashing out to establish where that destination lies and that means heated, strong, genuine debate led by individuals. Of course this applies more broadly across the business community and is not an easy thing to do. I can admit from personal experience that open challenge of the status quo can be nerve-racking - I've felt very vulnerable to criticism, but have learnt that vulnerability is an almost inevitable ingredient towards effecting real change. Establishing and leading the 30% Club has taught me a lot - both that it is possible to create change and also that to do so requires being open to misunderstanding and criticism But the results are worth it. In any case, right now it's essential to overcome any natural reticence and instead contribute vociferously to the debates about Britain's membership of the EU, the evolution of capitalism and the shift in power towards the emerging markets - just three of today's significant axes of change. Standing by and letting change happen around us runs a high risk of poor outcomes. One lesson I learnt the hard way as a fund manager is that it's a vital part of being a good investor to accept where things really stand, rather than to cling on to how we'd like them to be. We get trapped in a system, or, indeed, a poor investment decision, if we simply hope things will improve or, like Mr Micawber, work on the basis that "something will turn up." Instead we have to resist being swayed by our original assessment and analyse the situation as it really is. And the situation today is one of rapid change, where the internet and ascendancy of emerging markets with strong demographics have already transformed and will continue to transform power and influence. Future business, economic and social success will depend on agility, flexibility, transparency, entrepreneurship, accountability, resilience, adaptability and receptivity to fresh ideas. Each of us can - and must - shape our own destiny much more than ever before, but we need to speak up to ensure that we adapt our businesses, education system and social frameworks to thrive within this new world order. Helena Morrissey is CEO of Newton Investment Management and Founder of the 30% Club