Olmstead Blog

The latest evolution of front-to-back outsourcing is here: A new solution to the age-old problem of data management. These offerings bring a critical new class of service to front-to-back offerings and will certainly raise the bar; the service provider will assume accountability and must get it right.

• Will service providers realize the same level of success when extending their data capabilities to clients?
• Where will the lines be drawn between the provider and the manager, what infrastructure needs to stay behind?

Only time will tell the answer to these questions, but while this evolving service model seems poised for success in solving the “data left at the doorstep” dilemma, the devil lies in the details of execution.

Not too long ago, a typical operational outsourcing project went something like this:

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.