Newly hired head of strategic planning and resource management at the Royal Bank of Canada Investments (RBCI) must develop a "dashboard" A strategic assessment and management RBCI on non-interest expenses, excluding brokerage services related to the provision of value added services to customers. After a week of analysis, two things became apparent: First, the four main business units in RBCI acted alone or collaborate on projects or exchange of information, and secondly, most of the non-interest expense was related to information technology projects. Given that RBCI spends nearly $ 700,000 a day for services, senior management was very eager to see what the head of strategic planning and management of resources could offer. Presents information technology portfolio management challenges faced by large organizations, and challenges students to develop performance indicators which will be useful at the highest levels of the organization. "Hide
by Derrick Neufeld Source: Richard Ivey School of Business Foundation 11 pages. Publication date: April 11, 2005. Prod. #: 905E05-PDF-ENG
Related Case Solutions & Analyses:
Aligning Identity and Strategy: Corporate Branding at British Airways in the Late 20th Century
Flaxo Exports: Managing People in a Small- to Medium-Sized Enterprise
Germany 1995: The Consensus Holds
Strategy Concept I: Five Ps for Strategy Strategy Concept II: Another Look at Why Organizations Need Strategies
Technological Pioneering and Competitive Advantage: The Birth of the VCR Industry
Sealed Air Corporation’s Leveraged Recapitalization
EasyLife: Developing a Regional E-Commerce Platform
Eve Hall: The African American Investment Fund in Milwaukee
MTN and the Nigerian Fine
What’s in a Family Legacy? Balancing Family Emotions and Business Growth at Luse Holdings
