What the COO Needs to Know About Performance Measurement
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What the COO Needs to Know About Performance Measurement
David Spaulding, DPS, CIPM, TSG
What the COO Needs to Know About Performance Measurement
David Spaulding, DPS, CIPM, TSG
Performance measurement used to be very simple; perhaps once a year, asset management firms sent their clients a report with a single return for the year. But, it’s gotten much more complex over the past few decades. And while performance measurement departments have generally kept up with the changes, there remains a need for others in the firm to increase their knowledge, understanding, awareness, and appreciation for this increasingly important subject. This is the first in a series of articles that will address specific “C-level” executives. It makes sense to begin with the firm’s chief operating officer (COO). In future articles, we’ll touch on other key C-level professionals.
What the COO Needs to Know About Performance Measurement
David Spaulding, DPS, CIPM, TSG
Performance measurement used to be very simple; perhaps once a year, asset management firms sent their clients a report with a single return for the year. But, it’s gotten much more complex over the past few decades. And while performance measurement departments have generally kept up with the changes, there remains a need for others in the firm to increase their knowledge, understanding, awareness, and appreciation for this increasingly important subject. This is the first in a series of articles that will address specific “C-level” executives. It makes sense to begin with the firm’s chief operating officer (COO). In future articles, we’ll touch on other key C-level professionals.
