Archives: Thought Leaderships

Natural Allies: Investment Performance and the Data Office

This paper proposes that Investment Performance was (and in many cases, is) the original Data Office where governance issues come to a head. If this logic is true, starting a Data Governance effort with Investment Performance takes advantage of a natural ally already positioned to solve those very problems. This natural alliance may be the most efficient mechanism to understand the strengths and weaknesses of an enterprise’s existing data strategy and potentially advance efforts to resolve them rapidly. Starting with that premise, this paper looks at how a new or revamped data governance program would benefit from either starting at the end of the investment value chain – Investment Performance – or by aligning the Data Office and Investment Performance under the Chief Data Officer (CDO). As many Meradia projects intersect Data and Investment Performance, this paper highlights the synergies and overlap between these functions.

by Laurie Hesketh, CIPM, PMP
Andrew Jacob, CFA

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Operational Transformations: A Data-Driven Approach

Firms are constantly in flux. Day-to-day challenges and the pressure to meet existing SLAs often take center stage in business operations. Expansion of business models, increased service alternatives, and new technology solutions are pushing firms to transform their existing paradigm. The concept of an optimal model seems to allure many. Pure ‘strategy-led’ transformations typically run into years and most benefits manifest at the long end of the spectrum. A data-driven approach mitigates many risks that extend or abandon transformations.

by Jose Michaelraj, CIPM, CAIA

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From Complexity to Efficiency – Modernizing Data Pipelines

In the fast-paced world of investment asset management, accurate and timely data is crucial for informed decision-making. Data pipelines serve as metaphorical vehicles that facilitate the movement of data from its source to delivery points. Traditionally, investment asset management firms have relied on multiple pipelines for different data sources, resulting in complex and cumbersome processes. This paper explores the concept of modern data pipelines in investment asset management, their advantages over traditional pipelines, and best practices for their implementation.

by Andrew Jacob, CFA

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Solving for Scale: Transforming Investment Operations to Meet Rapid Growth

Meradia’s brand new research paper, “Solving for Scale: Transforming Investment Operations to Meet Rapid Growth,” is now available!

Leveraging insights from a national survey of asset managers about the impact of growth on their firms’ operations, the whitepaper explores:
• How today’s asset management firms are balancing growth and profitability
• Why most traditional avenues for business expansion result in sub-optimal operations
• How achieving efficiency at scale becomes possible through a proven operational framework

by Jonathan Boersma, CFA
Jose Michaelraj, CIPM, CAIA

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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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Investment Performance Is a Data Management Challenge

Investment Performance transformation projects are notoriously difficult. Why? Investment Performance is, at its core, an enterprise data function in disguise. Its role in enterprise data management is so prevalent that the maturity with which a firm’s Investment Performance function manages this data functions is typically a bellwether for the operational efficiency of the firm generally. Performance and analytics, done well, consume an astounding array of internal, external sources and often a combination of the two. In addition, you’ll be hard pressed to find any department in the firm that doesn’t want to consume its outputs and scrutinize its conclusions. Investment Performance transformations are difficult because they necessarily require evolution for the firm’s enterprise data assets and can impact nearly every department.

by Laurie Hesketh, CIPM, PMP

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Reduce Risk and Enable Scalability in Derivatives Processing by Modernizing Processes and Technology

The accumulation of temporary workarounds in back and middle office operations can pose significant risks to firms. As new opportunities arise, scalability is often hindered. Fortunately, new vendor capabilities have made it easier to modernize these operations by integrating applications into IBOR or conducting a complete re-platforming exercise. Read this article to learn how to best utilize derivatives for modernizing operations.

by Jake Daly-Leonard, Consultant

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investment operations outsourcing customized solutions can be created, ensuring consistency to avoid issues that asset managers face in the middle office

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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