Running your Monday Morning Meetings Remotely

Running Your Monday Morning Meeting Remotely

As people start to increasingly work from home, It’s important to be flexible and continue to run a successful Monday Morning Meeting remotely.

There are key steps you can take to keep your meeting running smoothly, your firm on the same page, and reports that can be built to monitor coverage, stages, and overall communication.

5 Steps to a Successful REMOTE Monday Morning Meeting

1. Stay Connected & Over Communicate

Determine that everyone on your team has the proper resources to complete their jobs. Obviously they will need a computer, but they will also need access to a VPN if you have one, access to software and programs to complete their everyday tasks, and a good internet connection for video conferencing.

It is important to over-communicate with employees as they are working remotely. Even with people in different locations, it is imperative that everyone in the firm stays on top of new developments and possible investments.

2. Pre-Built Report Dashboards

For the remote Monday Morning Meeting, you need correct and current data and an easy way to view it. Pre-built dashboards allow the team to focus on the data they need.

If you’re managing your meetings in Excel, the Monday meeting process entails disseminating the static information to participants and making changes in the spreadsheet during the meeting.

The issue with using Excel is the data becomes stale. With people looking at multiple versions of the same spreadsheet there is more room for human error. With a fund manager software like AIM, firms can store their data in a database, update in real-time, and work off one single source of truth.

Fund management software only allows for one version of the truth so there is no longer the possibility of teams working with outdated versions of the data and any necessary changes such as assigning tasks and making updates can be made life in the system of record during the meeting or right after and you’re already ready for next week’s meeting.

AIM gives you the ability to distribute PDF reports before the meeting via email, or even displayed on a monitor to keep everyone prepared and up to speed.

3. Track External Communications

As your team is working from home, it’s even more crucial to track external communications to makes sure no prospective investors slip through the cracks.

Coverage dashboards are a great way to review who has spoken to who and how many days have elapsed. These can also be broken down into a personal level so everyone knows what their specific task is for the day or week and then reviewed as a whole at the Monday Morning meeting. This gives your oversight into the operations of your team even as they are working out of sight.

4. Subscribe to Reports

Coordinate and keep the entire firm on the same page by subscribing to reports. When you subscribe to reports, the reports are sent directly to your email inbox or anyone else on the team.

Reports can be triggered by date and time or when a certain stage is reached. This keeps everyone at the firm stay up-to-date throughout the week, even when they aren’t physically in the office.

5. Mobile App

Another important step to a successful remote meeting is to invest in fund management software that offers a mobile app.

This allows you to view any report or dashboard on any mobile device from anywhere in the world.

As your firm moves to a more remote space for your firm as a standard, make sure you implement effective processes for your team.

If you need help building reports and dashboards, reach out to our Altvia Care team at support@altvia.com or visit the Altvia Care Community for articles on best practices.

Click here to read more on how your remote team meetings can run more efficiently with better access to data.

A traditional crm was built for general ‘customer’ scenarios

Software platforms have made the world a better place by making work a better place. Indeed the world is better off when people enjoy their jobs even marginally more, and workplace applications on big CRM platforms like Salesforce.com have done that and much more.

But the potential that platforms like these offer presents diminishing returns: once the platform provider has engineered too many industry specific components into its platform, its usefulness for other industries begins to be threatened, and with that so do the usefulness of the component tools built into the platform.

So it is with the CRM category that Salesforce.com has defined: it is generic enough to work for many industries, and yet still offers the potential for others to round off the edges and nail more vertically-oriented and extremely tailored software solutions.

Private capital markets are actually a great demonstration of this dynamic. Where generic CRM platforms simplify — appropriately so — to assume there’s a business, a customer, a sale, and service of that customer, there are a few industry-specific pieces that are missing.

Take for example, that investors become customers by investing through legal entities the GP raises. It’s a subtle but important nuance that just doesn’t make sense at a platform-as-a-service level (because it’s overly complicated for a simple one-time sale that many industries require), but which can easily be added without 10 years or software engineering. Once provided, the rest of the platform’s components become tremendously powerful again and you’re set to take over the world.

As a traditional CRM in our pillars methodology, these nuances must be present to properly account for investors in these legal entities, potential target companies and which are owned by these entities, the context of all interactions with these parties (as well as the appropriate overlap, ie co-investments), and how you’re arriving at finding these opportunities on both sides of the equation, such that you’re able to piece together what’s effective and what’s not. Not just because we say so, but because these are the very relationships and data that are key to the motivation behind a CRM in any industry.

It’s critical, too, that the valuable publicly-available information that helps to enrich CRM systems and save users painful steps of entering it themselves is fully-integrated at the platform level.

Again, look no further than the 3,000+ pre-built integrations that Salesforce.com — the creator of the CRM platform concept — has at a platform level to do so, and which only exists by way of holding just short of overly-specifying certain industry workflows that would present challenges to properly integrate.

Stakeholder reporting and communication (investor relations) draws on a range of datasets

The traditional “customer service” model of CRM systems once again makes overly-simplified assumptions about the customer relationship when applied to private capital markets.

In fifteen years I personally have yet to hear the terms “warranty” or “service call” in this market because it’s just not the same. But make no mistake, as uncomfortable as it may be to say aloud, customer service is more important now than ever and it’s constantly happening; the industry is, after all, considered to be a financial “service”.

As it turns out, that service is primarily information-based — it’s driven by data and takes the form of reports and analysis that drive decisions, and then end up again in investor-facing reports and analysis.

The foundational elements of a private capital markets CRM must be built such that they accommodate this data (like we discussed above), but so too that it can accommodate additional supporting data that investors (customers!) need in the context of service.

Oftentimes this supporting data — financial metrics and time-based values, for example — is believed not to meet the traditional definition of CRM and the natural thought is “well, better do this in Excel!”.

While I happen to believe Excel is still the greatest software application ever built, its introduction to this value chain we’ve discussed herein actually creates the problem many firms suffer from: key data needed to provide customer service (again: effectively the entirety of a firm’s reports and analysis) is now in disparate systems and detached.

Both of those dynamics are important and distinct: not only is this supplemental data disparate, but when brought together there is no logical association that can be made between the two data sets.

Allow me, then, to make the point very simply: not only can this financial and time-based value data (you may be thinking about is as “portfolio monitoring” or “accounting”) be a part of a CRM, it is arguably the most important part of a CRM because it’s at the core of what providing service to the customer entails — information that comes out of data!

Firms need a digital method to engage stakeholders (ie investor portals)

Investor portals are not new; in fact, for many of us — including myself — they conjure up horrifying nightmares in which we’re aimlessly guessing at folders to find the newest document we need.

So in lies the opportunity: not only have the portals we’ve come to hate not simplified the process of acquiring information, they’ve failed to create an entirely new experience that is “customer service” driven.

To be fair, this is not a B2C market where you’d be long out of business for not having focused on customer service and thus the customer’s technology-driven experience. But don’t expect to be around too much longer if you aren’t thinking about this shift.

Today’s institutional investors increasingly expect this same consumer-like experience, and a massive opportunity is being missed by not providing it. It’s not about providing them the experience they desire; it’s more about the ability to measure engagement that is had in return.

Put simply: what’s keeping the market from providing this experience is the availability of the information that’s required to create the service that provides the experience.

If you’ve hung in this long, you know that by focusing on your CRM, you have the data that’s required to manage the customer relationship and the technology-driven experience through which that information is shared to create a differentiated and opportunistic customer experience.

private capital markets