Introduction

As the complexity of investments continues to proliferate, and as the global economy evolves, institutional pools of capital are suffering from too much risk and not enough return. In many instances, these pools of capital are the lifeblood of the organization, while in some circumstances it’s these pools of investable assets that are the organization. Yet investment management is seldom an integral part of the institution’s core mission or its operations. In fact, it’s often not treated with the same type of business intention that other parts of the organization (development, grants, IT, marketing, finance, legal) receive. There are many potential justifications for this dichotomy between the investment management program and the ...

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