Strategic management of global information systems (IS) is increasingly important for the multinational investment banking industry that had originally utilized information networks crossing national borders for profit making purposes. Significant changes have occurred to the scope of strategic management of IS in modern organizations following major restructuring of the global business environment. This research has sought to find whether new organisational forms, management strategies and competitive, collaborative and co-operative ideas in relation to global IS that have emerged in the cycle of strategic management of the multinational investment banks have enabled Global Information Systems. It was further investigated what changes in business model, organisational management structure and human resources in relation to strategic management of IS activate or inhibit successful global IS in those organizations. It is difficult for multinational corporations to successfully activate global IS because of disparate technological infrastructure, multiple vendors, conflicting standards and regulatory structure in different national jurisdictions. In addition, sensitivity to non-financial and non-economic factors such as differences of languages, religions, gender roles, customs and traditions is required. In order to establish cross-border IS, it is necessary to minimize obstacles by adjustment of organizational factors sometimes at the structural level. What changes activated or inhibited successful global IS in the multinational investment banks? This paper presents findings from nine different cases of organizational change from six financial Groups, and examines activators and inhibitors of successful global IS from the aspects of business model, organisational management structure and human resources.