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Banking on Agility: IT Investments That Maximize Growth
21 March 2007
 
Peter Redshaw   David Furlonger  

Firms in the financial sector increasingly rely on IT to maximize the agility of their processes and create value. However, the return on these investments is not always in line with expectations.





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Table of Contents


    
 Analysis

1.0
    
 Analysis of Agility

1.1
    
 Business Implications of Agility
1.2
    
 IT Implications of Agility
2.0
    
 IT Agility: A Core Competence
3.0
    
 Assessing IT Agility
4.0
    
 Perceived Importance of Agility
5.0
    
 Average Degree of Agility
6.0
    
 Impact of Agility on Performance: Different Operational Priorities Require Different Types of Agility

6.1
    
 Investment Banks and Loan Brokers
6.2
    
 Retail Banks
6.3
    
 Cost-Income Ratios
7.0
    
 IT Implications

7.1
    
 The ENS
7.2
    
 Business Process Networks
7.3
    
 ITO and BPO
7.4
    
 A Modern Architecture
7.5
    
 Best Practices in Governance, Project Management and Methodologies, and IT Standards
7.6
    
 Multichannel Integration
8.0
    
 Different Agility Needs Require Different Types of IT Investments

    
 Recommended Reading


List of Figures


Figure 1. 
 Impact of Agility on Profit Growth, 2003-2005
 

Figure 2. 
 Impact of Range and Time Agility on Profit Growth
 

Figure 3. 
 Agility Matrix
 



Browse Topics:
 
IT's Impact on Strategy and Operations
Banking Systems
Banking Business Strategies
Enterprise Agility




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Resource Id: 502369