Managing a global company’s IT comes with a host of challenges. One of the most difficult involves striking an optimal balance between centralized and decentralized decision-making. Which choices should be the purview of local or regional IT organizations—and which decisions need to be made by global leadership? Too much decentralization and independence can lead to redundancies and unnecessary costs. Too much centralization risks forcing inappropriate solutions on situations that might be better served by uniqueness or customization.
Dutch global banking giant ING recently tackled this challenge in its Benelux operations. The company’s solutions and underlying thinking offer food for thought for other businesses that are wrestling with the same issue.
Authors: Ron van Kemenade, Saul van Beurden
Source: Boston Consulting Group (BCG)
Subject: IT / Technology / E-Business
Company: ING
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