the US that wouldn't really work so well in Asia; expectations of customization differ between South America and UK; the  level of detail required could be different in Canada versus Germany; for example.  All the while, you need to ensure you retain your firms brand and maintain operational efficiencies. Q Do you think the demand for interactivity in terms of reporting is overstated? And to what degree do you think investment managers have the appropriate procedures in place to find out how much interactivity their clients want? A I have found that most of our clients enjoy a little bit of flexibility in terms of being able to pull specific sets of data, or customize a report, but generally speaking, consistency and accuracy are significantly more important.  As our clients are generally very large, they have multiple asset managers and have client advisors and product managers they can reach out to for any specifics they need.  Most of our clients see client reporting as a service that we provide to them, not something that they're going to be expected to do for themselves. Q What do you think the pros and cons are to outsourcing some, or all, of the processes of client reporting? Do you think organizations are wary of losing control? A I think the ultimate success/failure of outsourcing of any type is to ensure you're crystal clear on what expectations are on both sides, honest about what you will or  won't get out of it and careful