While effective product functions may seem commonsensical, my observation is that investment organisations often struggle with this. Products are generally developed to exploit a perceived market and/or investment opportunity and, while attractive to the business in isolation, when measured against other comparable opportunities may not represent the optimal use of an organisation’s capital. In addition, due primarily to insufficient early engagement with investment-support functions, products are often brought to market that are unable to be operationally supported in a sustainable manner. Furthermore, once the decision is made to proceed with the launch of [...]