Company A is an international firm providing technology consulting and risk management to banking and finance clients. IT currently supports the Company’s large network of salaried consultants with the development of specialized technology, proprietary methods and expertise. Competitive pressures and market consolidation require that the Company develop new markets as well as more effective delivery methods to existing customers. The IT department has developed much of the Company’s intellectual property (tools & proprietary methods). What is the appropriate accountability?

What should IT Management be doing in response to new Bank regulation regarding information security?

The Company has determined to ‘productize’ and sell some tools currently used by the Companys professional services staff. What must IT do to support this strategy?

The Company is considering converting most of its salaried consultants to ‘independent contractor’ status. What is the major IT challenge associated with such a move?

The Board believes that the Company is an acquisition target by a large manufacturer of computer systems and discretely seeks an attractive offer. What should IT management recommend to maximize value to the potential buyers?