实现运营现代化以管理和推动投资增长

March 2025 Modernizing Operations to Manage andDrive Investment Growth Wally Okby Prepared for: March 2025 Modernizing Operations to Manage and DriveInvestment Growth Wally Okby Table of Contents Executive Summary..................................................................................................................3Introduction..............................................................................................................................5Methodology........................................................................................................................5Industry Overview: The Case for Transformation.................................................................6The Technology Imperative.................................................................................................7Asset Class Challenges and Solutions...................................................................................9Private Credit Solutions.......................................................................................................9Private Equity Solutions.....................................................................................................12Alternative Investment Solutions......................................................................................14Implementation Strategies....................................................................................................17Building a Business Case for Transformation..................................................................18Strategic Recommendations.................................................................................................21Conclusion..............................................................................................................................23About Workday......................................................................................................................24 List of Figures Figure 1: Modern Technology Foundation Components....................................................7Figure 2: Implementation Outcomes Across Asset Classes.............................................17Figure 3: Business Impact Quadrants..................................................................................18Figure 4: Strategic Transformation Roadmap.....................................................................22 List of Tables Table A: The State of Investment Management Operations...............................................6Table B: Key Challenges and Solutions, Private Credit........................................................9 Table C: Transformation Outcomes, Private Credit............................................................11Table D: Key Challenges and Solutions, Private Equity.....................................................12Table E: Transformation Outcomes, Private Equity............................................................14Table F: Key Challenges and Solutions, Alternative Investments.....................................15Table G: Transformation Outcomes, Alternative Investments...........................................16Table H: Common Success Factors......................................................................................19 Executive Summary Global investment management firms are at a critical junctureon many fronts headinginto the latter half of the 2020s. Manyhave experienced record growth while simulta-neously confronting increasingly complex operational and regulatorychallenges.Firmsare left with fewer options than ever to managedisjointed, manual processes.Investingin comprehensive technology platforms that streamline operations and enable morestrategic decision-making has become the only feasible way forward.The key findingsfrom this paper follow: •Manual processes costfirms dearly:Investment firmscontinue to be hampered byinefficient manual processes. Finance teams spend the majority of their valuable timecollecting data rather than performing meaningful analysis. The over-reliance onspreadsheets for mission-critical financial operations translates directly to significantlabor costs.For a midsizeinvestment firm, this inefficiencycan translate to roughlyUS$2 million to US$4 million wasted annually on labor costs for processes that addlittle strategic value. •Delayed reporting creates missed opportunities:Industry-standard close cycles hoveraround 15 days, but best-in-class firms complete the same process within one week.That time differenceis significant,and there is muchmore to the story. Firms in DatosInsights’ ecosystem that have accelerated reporting capabilities analyze and executemore deals.Said agility enables thesefirms torespond to market disruptions faster.This agility represents a significant competitive edge, which is extremely valuable involatile capital markets environments. •Acquisition activity often makes system problems worse:Dealmakers are well awarethat