Credit Suisse: Engineering a Global Financial Services Business
Name
Credit Suisse RossKwanLevy2.pdf
Size
338.09 KB
Format
Adobe PDF
Checksum (MD5)
1406b1fdeffe4977036f009072fae962
Author(s)
Ross, Jeanne W.
Kwan, Ernest
Levy, Ari
Date Issued
December 1, 2010
Publisher
Alfred P. Sloan School of Management,, Massachusetts Institute of Technology; Cambridge, MA
Series/Report no.
MIT Sloan School of Management Working Paper;4938-11
CISR Working Paper;383
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.
Subjects
IT skills
business engineering
business analysis
business transformation
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