The role of information systems and technology (IS/IT) in investment banks

Abstract

Based upon a survey of the literature and a small- scale case study, this paper considers the role of IS and IT within investment banks. Do investment banks receive value for money from their investment in IT, and how can IT be evaluated for their contribution to profitability? The paper concludes that failure to implement techniques for system atically identifying and quantifying IT costs and benefits has made it difficult for them to determine the level of added value resulting from such investment and the contribution of IT towards the bottom line. The paper also considers what role technology plays in the strategic management process, and if a distinct IT/IS strategy is necessary. The paper concludes that it is essential to incorporate both information and IT strategy into the strategic management process, to ensure that IT is concentrated in those areas in which it can add most value. Finally, the paper considers the potential for deriving competitive advantage from IT. The paper concludes that IT generally performs only a support function and does not generate long-term competitive advantage. The paper further concludes that senior management's lack of aware ness of, and belief in, the relevance of IT to corporate strategy, coupled with the failure to integrate IT strategy within the strategic management process, acts as a constraint upon realising the full potential of IT.