Recognizing the warning signs of operational inefficiency

Driven by changing and growing client demands, pressure on fees, and ambitious growth objectives, fund operational leaders are seeking to extract every piece of value from their current technology, data, and process set-up. However, the risk of failure, outages, and being locked in legacy system environments poses a far greater financial consequence. Operations and business leaders are therefore balancing a high stakes trade-off between embarking on new investment with associated costs and maintaining current approaches to minimize pressure budget outlay.

Join our expert panel of operational leaders from a cross-section of investment management groups, as we discuss:

• Where is the tipping point and how can firms recognise when processes need to change to avoid disruption?
• Examining current vendors’ development plans: matching ambition with realism from ambition
• Building a culture of ‘technology adoption’ amongst team members and the case for minimum engagement standards and incentivises
• Designing an achievable transformation plan tailored to your firm's pace, priorities, and operational realities
• Identifying operational risks when scaling
• Data silos: weighing the trade-off between strategic customization and the risk of missing emerging problems