State Street Corporation: Evolving IT Governance

Please use this identifier to cite or link to this item: http://dspace.mediu.edu.my:8181/xmlui/handle/1721.1/1828

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DC Field	Value	Language
dc.creator	Weill, Peter	-
dc.creator	Woodham, Richard	-
dc.date	2003-02-20T20:50:49Z	-
dc.date	2003-02-20T20:50:49Z	-
dc.date	2003-02-20T20:50:49Z	-
dc.date.accessioned	2013-05-31T20:20:24Z	-
dc.date.available	2013-05-31T20:20:24Z	-
dc.date.issued	2013-06-01	-
dc.identifier	http://hdl.handle.net/1721.1/1828	-
dc.identifier.uri	http://koha.mediu.edu.my:8181/jspui/handle/1721	-
dc.description	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.	-
dc.format	314822 bytes	-
dc.format	application/pdf	-
dc.language	en_US	-
dc.relation	MIT Sloan School of Management Working Paper;4236-02	-
dc.relation	CISR Working Paper;327	-
dc.subject	IT Governance	-
dc.subject	IT Architecture	-
dc.title	State Street Corporation: Evolving IT Governance	-
dc.type	Working Paper	-
Appears in Collections:	MIT Items

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