Three streams of technological development are converging to create a unique opportunity to leverage computing power and data to compete in the modern world. There is an emerging need for a multi-skilled workforce, with data at its core. In this article we review some of the defining events in the field of technology and look at what history can tell us about how to act in the present and when preparing for the future.
‘Failing fast’ has increasingly become a clarion call for its proponents to rally their organisations into action and embrace the risk that something might not work enabling them to quickly adjust and experiment until finding the right solution. The intention and value of ‘failing fast’ is clear in certain situations such as agile software development, or in changing cultural attitudes in bureaucratic organisations so that permission is granted to experiment.
While investment managers haven’t yet had to deal with their version of an ‘Uber-moment’ driving a sudden step-change to the typical operating model, CIO’s and COO’s still operate in an industry which is constantly evolving and is subject to market and technology disruption. With new entrants creating more competition, new products, new distribution channels and the constantly changing regulatory environment, the executive management team have had their hands full reacting to the demands of change. Throw in the need to improve customer experience, investors demanding more transparency, pressures to reduce costs/ increase margins and it’s no wonder the typical investment manager operating model is under stress and in need of change.
The Asset Management industry is in the midst of significant changes being driven by a range of forces impacting the industry. In order to meet these new challenges, and leverage them to create competitive advantage, asset managers need to explore a range of new technologies which are quickly gaining a foothold in competing organisations.
The importance of diversifying Australia’s exports away from commodities is well understood. To be the ‘knowledge economy’ Australia needs to identify and compete in areas of expertise where it has a natural competitive advantage. In this context, the export of investment management expertise consistently ranks as a high opportunity for a number of reasons.
Much of the conversation about the finances of Australians focuses on housing, mortgage interest rates and the level of debt for Australian households. How many of us have thought about the level of life insurance we have and whether the level of cover is appropriate?
For almost three years now employers have been obliged to make default superannuation contributions to an authorised MySuper product, as part of the Stronger Super reforms announced by the Australian Government in 2011. We take a look at the effectiveness of the MySuper Dashboard introduced as part of the reforms and examine some of the measures reported.
The role of product management within an investment management organisation is one of the most misunderstood. If ‘Product’ isn’t responsible for investment performance, sales or operations, how critical is it and how does an organisation best resource this function?
Investment managers’ data needs once were simple; based on simple investment processes, in-house systems and fewer regulatory requirements. Investment data management wasn’t seen as something distinct. Ever increasing complexity and greater demands on investment management operations have since changed that dynamic for both investment managers and superannuation and pension funds.
The competitive landscape for Custodians continues to get tougher. On one hand, the needs of their clients are becoming more complex and difficult to fulfil whilst there is a squeeze on fees and a reduction of revenues from the traditional sources such as FX, cash and stock lending.