In this 5th and final podcast of the series, Steven Unzicker, Founder of ANZU Research, SEI’s Ross Ellis and Michael Neumann, Head of AI Quantitative Strategies and Partner at Arabesque, discuss how the decentralised model - as characterised by Uber and Airbnb – could inform the future of fund management.
SEI's latest middle office whitepaper, "Remote Working, Covid-19 and Middle Office Outsourcing," explores some of the operations challenges and opportunities caused by Covid-19 lockdowns, woprkplace interruptions and the 'new normal'.
Adapting to change is challenging at the best of times, but when the pace of change accelerates, it can disorient even the savviest investors. Long accustomed to gauging opportunities in the context of cycles, real estate investors now face a series of bewildering structural changes that will fundamentally transform how they operate in the future.
In a recent white paper entitled Evolution in Asset Management, SEI pointed out that 70 per cent of US fund managers are currently looking to deploy advanced analytics in the front-office. The field of data science and machine learning-based data analysis is helping to transform how fund managers think about data to gain a competitive edge.
Maintain influence in a more competitive DCIO environment - An industry-shifting approach to gathering DCIO assets
At nearly USD8 trillion, the US defined contribution (DC) retirement market remains one of the largest – and growing – opportunities for asset managers. From 2007 to 2017, net assets grew by 67 per cent, increasing by USD3.1 trillion.
To gain an advantage in today’s hyper-competitive world, asset managers must not only evolve their operations, but they must also discover new ways to leverage them. Managers must be operationally adept; particularly in a business that grows more costly and complex, they need an infrastructure that will equip them to better meet client needs, satisfy regulators and compete more effectively.
When reviewing middle-office outsourcing proposals, this comment is not uncommon. However, the inclination to evaluate outsourcing by extrapolating in-house operating budgets and comparing them to outsourcing proposals is an insufficient method for determining the total value of a proposed outsourcing relationship.
The first wave of middle-office outsourcing deals came on the heels of the the credit crisis in 2008. Given this timing, it should come as no surprise that the origin of these first generation deals was driven by cost savings. At the time, middle-office operations was viewed as a necessity but also a cost centre.
An asset manager’s decision to change their operating model and outsource their middle office to a service provider should not be made in haste. From building internal consensus to carefully designing an evaluation process, selecting the best fit for an outsourcing partner is a significant investment.
Digital transformation: Science, not fiction - Science fiction is a beloved and enduring genre largely because of technology’s transformative potential. The best examples leverage this to the hilt and extract as much dramatic tension as possible from the situation.