Quantitative managers have admitted they are likely to become less transparent, following lessons learnt from the credit crisis.
Several of GSAM's quant strategies underperformed significantly following the sub-prime crash, which resulted in a restructure of the team and the departure of around 20 investment professionals.
"The fact is there was this commonality of exposures between us and other players and that was the issue," she said.
"We will have to go back and think of ways of being smaller, faster, and probably more thoughtful about not telling the world about everything we do.
"The issue was a lot of people knew what our exposures were and so we had smaller players leveraging on similar exposure."
Minio-Paluello said, as a result of the difficulties, around 40% of the quant world had exited, which left it feeling more comfortable about the future.
Michael Gran, co-deputy head of quantitative asset management, Lehman Brothers Asset Management, said traditional quant managers would need to innovate if they were going to continue.
Also speaking at Fund Forum, he said: "Everyone I have spoken to that had trouble in August last year seems to being saying similar things; that is, they need to change some of the things they have done in the past, improve their methodologies, continue to innovate. I think that's a general theme.
"They have also mentioned that while they have traditionally been much more transparent than other managers, maybe they will be a little less transparent going forward to help avoid the crowding effect."
Peter Keutgens, senior investment consultant at Watson Wyatt Worldwide, said with many quant managers simultaneously looking at the same body of quantitative data available, it was no surprise to find similarities in their views of what did and did not work.
He said herding did exist in quantitative management, as was evident from the similarity of key factors used across quant models: "This does not need to be due to deliberate herding; what worked well in one manager's back-testing is likely to have worked well in the other manager's analysis."
But he warned: "Opaqueness should not necessarily lead to a better model, but may in fact make it more difficult for the quant manager to figure out what the herd is doing."
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