What We Study

Each Cutter Benchmarking survey examines and analyzes a specific set of criteria.

Data

Is the right data readily available to your teams when and how they need it? Is it appropriately collected, stored, and delivered?

Processes

Are your processes effective and efficient? How many processes are automated versus manual? Where are the gaps and redundancies?

Technology

Do you have the right technology, tools, and workflows in place to support your strategy and meet your goals?

Organization

Do you have the proper structure and support in place to achieve your business objectives?

Our Capability Model

See where your organization stands by participating in Cutter Benchmarking.

We assign each function one of four capability levels – providing you a clear, consistent set of key measures to identify exactly where you stand in relation to your peers and industry best practices.

Optimized

Firms at this level are strategic, proactive, and excel at effecting change. Processes are formally defined, comprehensive, and documented and continuously measured, monitored, and improved.

Managed

Firms at this level are strategic about anticipating change ─ and effective at implementing it. Processes are formally defined, documented, and enforced.

Defined

Firms at this level tend to be tactical, not strategic, and react at the last moment to changing requirements. Processes tend to be informally defined, insufficiently documented, and incomplete.

Reactive

Firms at this level are not proactive about anticipating change, so they only react to change with ad hoc, tactical fixes. Processes are undefined, undocumented, or even nonexistent.

See where your organization stands by participating in Cutter Benchmarking. Take the Current Survey

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Current Survey

Market Data Spend and Administration Managing the cost and contract compliance of market data is becoming an ever more vital discipline, especially as firms continue to add datasets and these datasets increase in volume and complexity.

Additional Surveys

Performance Measurement and Attribution Practices In today’s competitive and increasingly global economy, investment managers are focused on retaining clients by delivering and reporting on strong portfolio performance. Managing Vendors and Service Providers Investment management firms remain focused on opportunities to stay competitive and efficient. One vital way to do this is to optimize your third-party relationships and manage your vendors, including service providers and other suppliers. Alternative Investments Alternative investments represent one of the fastest-growing asset classes. While progress supporting alternative investments continues, they are significantly more challenging than supporting public equity/fixed income investments. Client Reporting Investment managers faced with growing expectations from clients and consultants for increased data requirements, more timely data, and more customized formats are seeking to optimize their client reporting practices and technology. Investment Risk Management The investment landscape has undergone significant change since we conducted our last Investment Risk survey. The COVID-19 pandemic, geopolitical issues, and the inflationary environment, just to name a few, highlight the ever-present investment risks. Marketing Today’s marketers are working to transform their communication strategies to make better use of marketing channels (e.g., web, email, social media, apps) to meet the changing communication preferences of advisors, consultants, investors, and shareholders.