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Credit Suisse: Engineering a Global Financial Services Business

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dc.contributor.author Ross, Jeanne W.
dc.contributor.author Kwan, Ernest
dc.contributor.author Levy, Ari
dc.date.accessioned 2012-01-13T15:03:38Z
dc.date.available 2012-01-13T15:03:38Z
dc.date.issued 2010-12-01
dc.identifier.uri http://hdl.handle.net/1721.1/68560
dc.description.abstract In 2010, Credit Suisse was attempting to leverage its global scale by integrating key business processes across geographies and business units. The IT unit, under Global CIO Karl Landert, assumed a pivotal role in enabling business integration. But the IT unit had developed distinctive cultures and capabilities reflecting two very different business units—private banking and investment banking—and different geographies. To help understand and develop the skills needed to support business integration, Credit Suisse’s IT unit developed clearly defined job families and career paths for its 8,000 IT professionals and 4,000 contractors. This case examines the transformation of the IT unit as it implemented its job families and defined IT roles that would help Credit Suisse become a global financial services business. en_US
dc.language.iso en_US en_US
dc.publisher Alfred P. Sloan School of Management,, Massachusetts Institute of Technology; Cambridge, MA en_US
dc.relation.ispartofseries MIT Sloan School of Management Working Paper;4938-11
dc.relation.ispartofseries CISR Working Paper;383
dc.rights An error occurred on the license name. en
dc.rights.uri An error occurred getting the license - uri. en
dc.subject IT skills en_US
dc.subject business engineering en_US
dc.subject business analysis en_US
dc.subject business transformation en_US
dc.title Credit Suisse: Engineering a Global Financial Services Business en_US
dc.type Working Paper en_US


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