| 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 |
