State Street Corporation: Evolving IT Governance
Name
4236-02.pdf
Size
307.44 KB
Format
Adobe PDF
Checksum (MD5)
7afab2aefd21176cfa2a5a82c52f5210
Author(s)
Weill, Peter
Woodham, Richard
Date Issued
February 20, 2003
Series/Report no.
MIT Sloan School of Management Working Paper;4236-02
CISR Working Paper;327
Abstract
State Street, a world leader in financial services, has more than 20 entrepreneurial
business units which continually identify customer needs and create new products and
services, usually heavily IT dependent, often leading their industry in time to market.
To enable these businesses, State Street invests between 20 and 25% of total
operating expenses in technology and technologists. To maximize the business value
from these IT investments requires the creation of an IT governance framework that
harmonizes all IT governance mechanisms (e.g., committees, IT organization structure,
approval processes) to maximize return from the IT investment. This case explores
how State Street redesigned its IT governance to enable a major change in the firm's
strategy.
Subjects
IT Governance
IT Architecture
Persistent DSpace Link
