Information Technology, Organisations, and People: Transformations in the UK Retail Financial Services Sector

By Jeff Watkins | Go to book overview

LIST OF FIGURES
1.1 The MIT research framework 14
1.2 Business strategy theories 19
1.3 Patterns of strategy development 21
2.1 Structure of UK financial and business services sector 30
2.2 Threats from new entrants to the retail financial services sector 31
4.1 Nolan’s six-stage growth model 53
4.2 Business transformation levels 61
4.3 Internal integration: enablers and inhibitors 64
5.1 Level 3 business process redesign, an iterative process 69
5.2 Sequence of responses to change in the organisation 78
6.1 Host vs. client-server architecture 96
6.2 IT for Enterprise 2000 101
6.3 Who will produce software? 103
6.4 Applications development 105
7.1 Managing the IT function 111
7.2 Mission statements: number of years in existence 113
10.1 Towards adhocracy 159
10.2 Organisational profile: a Top 3 UK bank 161
10.3 Organisational profile: a Top 3 UK building society 162
10.4 The effect of the introduction of a credit rating system on the job content of bank managers 166
10.5 Financial service firms in the services sector spectrum 167
10.6 A service process model 168
C12.1 Competency model for finance professionals 186
12.1 Competencies required by financial services professionals in the 1990s 193
14.1 Multiple job grades vs. individual salaries 215
14.2 The performance management cycle 217

-vii-

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