Structure Model Fund Management

Challenges

• 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

Results

• 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)