The newly hired director of Strategic Resources Planning and Management at Royal Bank of Canada Investments (RBCI) have a “dashboard” mechanism for strategic evaluation and control RBCI non-interest expenses, excluding brokerage fees, with the provision of value-added service to customers connected. After a week of analysis, two things were clear: First, the four major business units within RBCI were working independently, neither collaborating on projects, even the exchange of information, and secondly … Read more »

The newly hired director of Strategic Resources Planning and Management at Royal Bank of Canada Investments (RBCI) have a “dashboard” mechanism for strategic evaluation and control RBCI non-interest expenses, excluding brokerage fees, with the provision of value-added service to customers connected. After a week of analysis, two things were clear: First, the four major business units within RBCI were working independently, neither collaborating on projects, even the exchange of information, and secondly, most of the non-interest expenses were information technology projects together. Considering that RBCI spent nearly $ 700,000 a day on performance, the senior management team was extremely excited to see what the Head of Strategic Resources Planning and Management would suggest. Contains information technology portfolio management challenges large organizations and calls on students to performance metrics that will be useful to develop the highest level of the organization.
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Derrick Neufeld
Source: Ivey Publishing
11 pages.
Publication Date: Apr 11,, 2005. Prod #: 905E05-PDF-ENG
RBC Investments: Portfolio Planning Initiative HBR case solution

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