|
Abstract:
In late 2003, Isaac Awuondo the Managing Director of the Commercial Bank of Africa (CBA) was faced with an information technology (IT) management dilemma. Up to that time, the IT department drove technology decisions at CBA. The model the bank used was one where the IT department identified technology products and implemented them. This tested model had served the bank well. The bank was receiving good rankings in the industry and had received an award for good application of technology. Mike Bristow, the Executive Director was proposing a new IT management model where IT staff would become consultants to functional managers and staff in IT development. The functional departments would own IT products and services and be heavily involved in their development. IT would cede control for development as well as ownership of the final products. Which model should Awuondo adopt as a strategy for sustained competitive advantage? The case discusses the banking industry in Kenya, industry performance and related issues. It describes: (1) a brief history of the bank; (2) its management; (3) the bank's products and services; and (4) recent performance. The bank's computerisation history has also been discussed, pointing out the major IT milestones.
|
logging in &
