Case
Thomson Financial: Building a Customer-Centric Firm
Author(s)
In December 1999, Thomson Financial began a radical transformation from 41 divisions toward a more integrated firm organized around customer segments. This required active, coordinated involvement from business, organization, and technology functions, as well as sustained investment and execution through the crises of the technology market crash and September 11, 2001. By 2005, Thomson had emerged, along with Bloomberg and Reuters, as one of the top three financial information firms globally.
Date Published:
12/31/2006
Discipline:
Management;Organizational Behavior;Strategy;Technology
Key Concepts:
Business strategy, organizational strategy, synchronicity, customer-centered, customer-centric, technology strategy, organizational change, organizational transformation, difficult market environments
Citations:
Sawhney, Mohanbir, Robert Wolcott. Thomson Financial: Building a Customer-Centric Firm. 5-405-753 (KEL237).