Strategy, Organization and Incentives: Global Corporate Banking at Citibank

David P Baron and David Besanko

Industrial and Corporate Change, 2001, vol. 10, issue 1, 1-36

Abstract: This paper studies organizational structure and incentives within a company, Citibank, that has an explicit and evolving global business strategy. The paper focuses on Citibank's corporate banking business, which in the mid-1990s underwent major changes in its strategy that, in turn, were accompanied by two major reorganizations and implementation of a new incentive compensation system. Citibank's corporate banking business in OECD markets moved from a geography-based organization to one that was multi-dimensional, with the customer dimension given first priority, the product dimension given second priority, and the geography dimension significantly de-emphasized. Citibank thus represents an excellent setting for examining the interplay among strategy and organizational structure in a complex, global company. Copyright 2001 by Oxford University Press.

Date: 2001
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