Product details

The information technology (IT) group at a large Canadian financial institution has recently undergone a dramatic change from a controlled, technology centric environment, to a much more participative, customer- focused environment. A new operating framework has been implemented that introduced a competency (resource) centre into the group''s structure and altered operations related to process and project execution. Consistent with their vision, the IT group have effectively partnered with their customers and are delivering cost-competitive and innovative solutions. IT executives are satisfied with the change and the internal customers of the IT group have recognized short-term advantages. However, looking long-term, one key customer cannot help but wonder if the new structure and operations may jeopardize Riverbank Financial''s traditional reputation of extraordinary technical expertise. Recognizing the customer''s concern, the executive vice-president of IT must consider whether the new operating framework has taken too much focus away from the proprietary technology and identify possible adjustments to the IT group''s structure and operations.