Corporate Data Projects
How to make them work
| Date: | November 2004 |
| Author: | John Robertshaw |
| Price: | £500 to non-members of the Investit Intelligence Member service |
A well-ordered and consistent data infrastructure can help control operational and technical costs - and improve profitability. A comprehensive understanding of how data is managed, and effective data architecture, enables an investment management company to be more flexible and cost-effective in how it delivers its current and future services. It can also lead to a clearer understanding of clients' needs.
Greater focus on operational risk exposure, increasingly stringent regulatory requirements and the ever-growing need for management information has placed the issue of good data management high on the Board's agenda.
This report helps investment managers to achieve top-quality data management and outlines a series of key areas managers need to understand before they embark on a corporate data project. It also looks, in detail, at the various vendor systems available and how these can help.
The research is founded on the experience of a number of investment management companies, vendors of data management products and Investit's own experience of current and best market practice. Investit researched the drivers of, and benefits realised by, data management projects. The report examines the different approaches investment managers have taken and outlines a series of recommendations to make corporate data projects a success.
Table of contents
| Management Summary | 3 | |||
| 1.0 | Introduction | 5 | ||
| 1.1 | Report structure | 6 | ||
| 1.2 | Methodology | 7 | ||
| 1.3 | A glossary | 8 | ||
| 2.0 | What are Corporate Data Projects? | 13 | ||
| 2.1 | What do we mean by a corporate data project? | 14 | ||
| 2.2 | The evolution of corporate data | 18 | ||
| 3.0 | Why are Corporate Data Projects Important? | 23 | ||
| 3.1 | Changes in the regulatory environment | 24 | ||
| 3.2 | Client servicing | 24 | ||
| 3.3 | Investment performance | 24 | ||
| 3.4 | New product initiatives | 25 | ||
| 3.5 | Operational efficiency | 25 | ||
| 3.6 | Outsourcing | 26 | ||
| 3.7 | Increased demands for business intelligence | 26 | ||
| 3.8 | IT drivers for change | 26 | ||
| 4.0 | Market experience of Corporate Data Projects | 29 | ||
| 4.1 | Experiences of the investment managers | 30 | ||
| 4.2 | Experiences of the vendors | 37 | ||
| 4.3 | Infrastructure vendors | 43 | ||
| 4.4 | Retail industry experience | 44 | ||
| 4.5 | Alignment between investment managers and vendors | 46 | ||
| 5.0 | Approaches Adopted | 49 | ||
| 5.1 | Project management and governance | 50 | ||
| 5.2 | Responsibilities for data management | 52 | ||
| 5.3 | Approaches to corporate data architectures | 55 | ||
| 6.0 | Key messages | 61 | ||
| 6.1 | The time is right for data projects | 61 | ||
| 6.2 | The benefits are both strategic and specific | 62 | ||
| 6.3 | Key points for consideration | 63 | ||
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