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Case Analysis Report FMB&T Bank I.

Statement of the Problem The new Executive Vice President and Chief Information Officer of FMB&T Bank have no clear authority and responsibility. II. Objective There should be a clear authority and responsibility for the new IT Executive in order for her to be effective and efficient. III. Analysis of the Causes a. Relationship between IT Department and other bank business units is mixed up causing considerable confusion, friction and inefficiency. b. Work request are vague and not coordinated and consolidated to reflect a clearer picture of the problem making it hard to formulate a quick solution which the banks other business units require. c. The presence of the new IT executive was not welcomed by the unit managers of other business units of the bank making it harder for her to facilitate solutions for IT problems. d. IT staff responsibilities are limited only to application works. They are not given the freedom to explore and apply new developments in the IT industry. e. There is considerable influence from other regional executives to decentralize IT operations to regional branches because they feel that response will be faster to meet their requirements. IV. Choices a. Define an explicit authority and responsibility of the new IT executive. The span of authority should include all business units involve in the use IT to ensure that all will follow IT processes and procedures. b. The new IT executive must formulate strict IT policies and procedures which have the approval of the CEO and all IT users are required to follow.

Failure to follow IT policies and procedure should be dealt with in accordance with companys existing rewards and punishment policies. c. Involve IT staffs in a more flexible working environment and give them the freedom to take advantage on new IT innovations and apply it to the companys IT system. d. Re-organize the companys whole organizational structure to adapt into the new requirement of IT technology rather than remain as rigid as the current vertical structure. e. Decentralize the whole IT department operations to regional branches in order that implementation will be faster. V. Selection from the Choices As a CEO, I will reorganize the whole organizational structure of the company and include IT as a major division in the implementation of company strategies. If a bank wanted to grow in this generation, it must be willing to adapt to technological innovations. Task the new IT executive to formulate IT policies and procedures that will be implemented company wide where all IT users are required to follow. VI. Implementation IT department should be given blanket authority in terms of implementing IT strategies of the company and this should be understood by all departments and divisions. The new IT executive should create a company wide IT helpdesk where all work requests are consolidated, analyzed and collated to come up with an intelligent solution to all IT problems. This will also eliminate confusion; friction and inefficiency since all information needed to create a solution are already consolidated. The only thing that IT will do is to design a framework solution to any imaginable IT problems that were presented based on the IT helpdesk consolidated information. With this strategy, IT will have more efficient control of its resources and channel saved resources in developing new IT innovations that they can apply for the development of the company.

VII. Work place application In our company, the IT department has full control of all IT related issues. IT department has regional helpdesk to cater to all IT related work requests. The IT helpdesk will in turn consolidate all work requests and assign qualified technical staffs that can best address the problem. For minor IT problems, the helpdesk will address it immediately by giving direct instructions to the user. If technical intervention is required, a district IT technical staff will be immediately dispatched to address the problem.