Not too long ago, a typical operational outsourcing project went something like this:
The CEO-Driven Outsourcing Trend – the Mind Shift from Cost Savings to Strategy Enablement
Posted by
Stephen Alepa
Bringing investment management in-house has deep implications beyond where investment decisions are made. Without a well-defined strategy for how to support the end-to-end investment lifecycle, asset owners put themselves at risk and may never fully realize the intended benefits of increased flexibility, control, and lower cost.
Olmstead’s Andy Ziegler says in our webinar “Avoiding Shiny Object Syndrome” “Firms leave all kinds of horsepower on the bench”. How does this affect firms? Firms do not maximize the potential of anyone tool in their distribution stack leaving features on the table. They also do not integrate their tools as effectively as possible, missing out on an ROI multiplier effect.
Why does this happen? This is caused by functional silos, narrow project scope, project fatigue, and a lack of data readiness
Asset managers increased were increasing their technology pre-COVID*, but when we polled registrants
for our webinar “Avoiding Shiny Object Syndrome to improve Distribution Architecture ROI
”
we found that 84% of customers say that their investments in client communications solutions have not quite met the mark.
As COVID-19 accelerates the move to virtual and digital, this trend becomes more concerning and must change. A positive ROI on client communications solutions is no longer a nice to have but a strategic imperative.
So why haven’t most organizations seen the success that they originally anticipated?
When Sergio Romo was converted from a lifelong relief pitcher to an "opener" in 2018, this forever changed the face of baseball, and this change was fueled by data. In Part 1 we covered why your Distribution Intelligence (DI) team needs a seat at the distribution strategy table and why getting buy-in from the implementors who will exercise new approaches in the field is as important as deriving the idea itself. As DI continues to evolve, we dive deeper into how DI can play a vital role in bending your cost curve, and how to effectively implement it across your organization.
In today’s highly competitive market, Fund Treasury departments are being asked to execute the seemingly impossible task of meaningfully bending the cost curve of their operations, while balancing ever-increasing regulatory requirements, business risks, and product complexities. To meet these challenges, Olmstead believes that fund oversight must transform from a traditional process-based operating environment to a data-centric, risk oriented control model.
When was the last time you thought about service provider oversight? If you’ve experienced a significant error event, noticed a decline in service quality, anticipated a cost-benefit that hasn’t materialized, or have existing SLAs and KPIs that could be more clearly defined, then you’re probably thinking about oversight, and you’re not alone.
Andy Ziegler has joined Olmstead as Director of Client Communications Solutions, responsible for defining and delivering sales enablement and client communications solutions to our asset management clients.
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