Structure Model Fund Management


  • The AIFM-directive causes organisational changes in the structure of fund management
  • Additionally the increasing requirements of institutional investors regarding transparency and reporting (extent, frequency)
  • Role and self-conception of the fund manager as result-oriented function is often not pronounced enough

Project approach

  • Analysis of existing roles and task scopes as well as instruments accompanying processes
  • Observation of interfaces and specific principal-agent relation to the relevant parties involved in the process
  • Contribution Outside In Best Practice experience and identification of individual gaps
  • Creation of target depiction and corresponding spheres of action
  • Definition of instruments accompanying processes


  • New role image complying with regulatory requirements
  • Detailed Target task profile and if applicable process model
  • Spheres of activity/measurement plans for supporting instruments and tools (key word standards and digitalisation)