Operational Challenges of M&A with Jonathan Boersma, CFA | GIPS® 2023

During the 27th Annual GIPS Standards conference hosted by CFA Institute, Jonathan Boersma, CFA, was invited to speak on mergers and acquisitions with CFA Institute’s Director of Global Industry Standards Beth Kaiser Schwartz, CFA, CIPM, and Insight Investment’s James O’Leary. View the video here: https://players.brightcove.net/pages/v1/index.html?accountId=1183701590001&playerId=rkcysOOFe&videoId=6339983404112&autoplay=true Jonathan also wrote about the operational challenges of mergers and

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Facing the Challenges of Mergers and Acquisitions

With one in six asset managers expected to be acquired or go out of business in the next five years, preparing for M&A activities is crucial for success. It’s important to consider each option’s potential benefits and challenges and to carefully evaluate whether M&A activities align with your firm’s goals and values. However, these processes can have significant challenges, including cost management, personnel, and legal and regulatory issues. Jonathan Boersma, CFA’s latest article, “Facing the Challenges of Mergers and Acquisitions”, explores these challenges and provides considerations for mitigating them.

by Jonathan Boersma, CFA

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Vital Elements for Effective Execution of a Proof of Concept

A Proof of Concept (PoC) is a crucial step when evaluating new technology. In addition to testing a vendor’s core capabilities, a PoC is an opportunity to confirm the system’s functionality, efficiency, and compatibility with unique business requirements. In previous articles, we’ve discussed the importance of a well-defined PoC scope and documenting the results. In

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Implementation Handbook: Capturing PoC Insights for Future Implementation

In the current technology landscape, where successful digital transformation leads to more efficient operations, the choice of vendor can often be the defining factor between success and failure. “Implementation Handbook: Capturing PoC Insights for Future Implementation” emphasizes the importance of thoroughly documenting each facet of a vendor Proof of Concept (PoC) facet to assist with analyzing findings and provide a comprehensive and organization-specific guide for implementation. This guide will increase a firm’s odds of successful implementation.

by Nicol O’Connor

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Proactive Project Management: 3 Steps to Preventing Early Setbacks

Entering a large-scale transformation project can be a daunting task. But does it need to be? What separates a successful project from one that is fraught with delays and cost overruns? While the execution of any large-scale implementation project is critical, equally so is the planning phase. It is here, during planning, before the vendor even lands in your office, that the foundation of a successful project is formed. Consider the following three principles as keys to your success.

by Christopher Dyer, Manager

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Establish Solid Foundations to Drive Successful Outcomes From Proof-of-Concept Work

The most effective system implementations start by running a Proof of Concept (PoC) to validate a vendor’s ability to support your requirements and highlight areas where custom solution design may be required. A key component of a successful PoC is a clearly defined scope that identifies the types of scenarios, goals, and criteria for completion. Yet we see time and time again firms overlook this element.

by Nicol O’Connor, Manager

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The Cost of Reactive Controls

In today’s investment operations, errors are an unfortunate fact of life, and asset managers must have a comprehensive controls framework in place to manage them effectively. However, when an error occurs, the tendency for most firms is to react by implementing manual controls rather than taking a holistic approach to assessing their overall framework. This reactive approach can lead to an over-saturation of controls, resulting in lost productivity, increased costs, and an increased risk of human error. In this paper, we explore some of the hidden costs of manual controls and identify four key risks that firms should consider when implementing a new control.

by Jill Stassel, Senior Consultant

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