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A New Phase of Outsourcing: Transformational Times for Asset Management?
A new phase of outsourcing across managers' back, middle – and increasingly, front office functions – signals transformational times for the investment industry.
In this article, Laurence Everitt discusses why a new phase of outsourcing across managers' back, middle – and increasingly – front office functions – signals transformational times for the investment industry.
“It was the best of times; it was the worst of times…” While these timeless words were written 160 years ago by Charles Dickens in the novel A Tale of Two Cities, they should nonetheless strike a chord with the fund managers of today.
This is because today, in many ways, asset managers have opportunities to create the best of times. Viewed through a long-term lens, demographic trends indicate continuing high-growth potential, and access to more opportunities globally than ever before.
But they are also experiencing some of the worst of times, with shrinking margins, changing distribution models and regulatory challenges all creating significant pressures.
As the industry addresses these challenges and opportunities, asset managers are increasingly outsourcing their non-core functions – in what is effectively a ‘third wave’ of outsourcing.
Whether the coming years prove to be the best or worst of times, this trend towards greater use of outsourcing across asset managers’ back, middle and now front office looks set to be a game-changer – heralding a new phase of transformational times for our industry.
At the same time, the potential for technology to cause disruption and create opportunity in asset management remains one of the industry’s foremost topics.
When might outsourcing become a cost- and resource-effective solution for asset managers?
Questions to ask include:
- Is there an operational or technology component your organization does not possess – but will need in the future – that can be supported through outsourcing?
- Might outsourcing help you optimize costs and efficiencies?
- Could outsourcing support your regulatory compliance?
- Is outsourcing likely to support your focus on core competencies?
- Are there opportunity costs of not considering outsourcing?
- What functions are central to your business model?
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