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Metamorphosis for Misys

Misys is to become a fully fledged mega network, fusing its network stable together to face the brave new post-polarisation world.

A new organisation is promised in the lead-up to the float, with better branding, weekly commission payments for DBS bringing it into line with the other networks, the encouragement of regional hubs,dedicated helpdesks and incentive points.

The name for this new corporate creature is as yet undecided and will be revealed next year. Perhaps Misys should poll its members with a short list of names.

Misys would do well not to forget that when the networks started, the various member firms joined many different organisations. DBS, Countrywide,Financial Options and Kestrel competed for their business.

For that reason alone, it is important for Misys to adopt a flexible approach.

Misys&#39 members, particularly those from DBS, could not be described as the happiest bunch of IFAs in the country in recent months, so it will have its work cut out.

Of course, Misys is not the only organisation planning a metamorphosis -to take one other example, Inter-Alliance, the biggest franchise operation, is also proposing a radical change in structure.

Where change has provoked controversy, the central managers and directors have often used a “tough love” defence.

They plead that IFA organisations must be run on a sustainably profitable basis and few can argue with this. But in an industry where the intellectual capital of the RIs is far and away the most important resource any IFA organisation, whether it has network members, franchisees or employees,should be fair and open at all times.

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