Riverbank Financial: Changing the Role of Information Technology

Authors

M. Kathryn Brohman, Faculty of Business Administration, Richard Ivey School of Business, University of Western Ontario, London, Ontario, Canada NGA 3K7
Duncan G. Copeland, Copeland & Company, 13601 Query Mill Road, North Potomac, Maryland 20878, USA

Document Type

Research Article

Abstract

The information technology (IT) group at a large Canadian financial institution has recently implemented a new operating framework that significantly changed the role of IT within the organization. The traditional, technology-centric, independent entity has been retailored into an integrated, customer-focused business unit. Consistent with their new vision, the IT group has shifted its focus towards IT–business integration, increased IT employee satisfaction and decreased turnaround in system development. Amongst the successes of the implementation to date is one perspective that has attracted the attention of IT executives. Customers who observed the transition of the IT group have raised concern about Riverbank Financial's ability to maintain leadership in technological expertise. IT executives must now consider the possibility that the new operating framework has taken too much focus away from technology and identify possible changes.

DOI

10.1177/026839629901400308

Recommended Citation

Brohman, M. Kathryn and Copeland, Duncan G. (1999) "Riverbank Financial: Changing the Role of Information Technology," Journal of Information Technology: Vol. 14: Iss. 3, Article 8.
DOI: 10.1177/026839629901400308
Available at: https://aisel.aisnet.org/jit/vol14/iss3/8