Product details

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Abstract

In 2000, Suneel Bakhshi was appointed head of the CEEMEA (Central and Eastern Europe, Middle East, Africa) sales and trading business at Citigroup. He decided to make significant changes in the business to improve financial performance and to increase the client focus. Although decision-making in this business was very speedy, information flow in emerging markets was highly imperfect. This case shows how Bakhshi successfully increased the use of relevant real-time information through leveraging information, people and information technology to improve trading results and customer satisfaction across his diverse region. This case also raises the question of whether the positive results of building an infocentric approach to business can be replicated in other Citigroup units. The teaching note was written by DA Marchand, WJ Kettinger and M Wilhelmsson.
Size:
350 employees in the CEEMEA sales and trading unit
Other setting(s):
2000-2003

About

Abstract

In 2000, Suneel Bakhshi was appointed head of the CEEMEA (Central and Eastern Europe, Middle East, Africa) sales and trading business at Citigroup. He decided to make significant changes in the business to improve financial performance and to increase the client focus. Although decision-making in this business was very speedy, information flow in emerging markets was highly imperfect. This case shows how Bakhshi successfully increased the use of relevant real-time information through leveraging information, people and information technology to improve trading results and customer satisfaction across his diverse region. This case also raises the question of whether the positive results of building an infocentric approach to business can be replicated in other Citigroup units. The teaching note was written by DA Marchand, WJ Kettinger and M Wilhelmsson.

Settings

Size:
350 employees in the CEEMEA sales and trading unit
Other setting(s):
2000-2003

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