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Credit Suisse: Engineering a Global Financial Services Business

MIT Sloan Research Paper No. 4938-11

CISR Working Paper No. 383

20 Pages Posted: 14 Jan 2012  

Jeanne W. Ross

Massachusetts Institute of Technology (MIT) - Center for Information Systems Research (CISR)

Ari D. Levy

affiliation not provided to SSRN

Ernest Kwan

affiliation not provided to SSRN

Date Written: December 2010

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.

Keywords: IT skills, business engineering, business analysis, business transformation

Suggested Citation

Ross, Jeanne W. and Levy, Ari D. and Kwan, Ernest, Credit Suisse: Engineering a Global Financial Services Business (December 2010). CISR Working Paper No. 383. Available at SSRN: https://ssrn.com/abstract=1980379 or http://dx.doi.org/10.2139/ssrn.1980379

Jeanne W. Ross (Contact Author)

Massachusetts Institute of Technology (MIT) - Center for Information Systems Research (CISR) ( email )

Sloan School of Management
5 Cambridge Center, NE25-777
Cambridge, MA 02142
United States
617-253-9461 (Phone)
617-253-4424 (Fax)

HOME PAGE: http://cisr.mit.edu

Ari D. Levy

affiliation not provided to SSRN ( email )

Ernest Kwan

affiliation not provided to SSRN ( email )

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