Developing bank IT leaders

One troubling reality of the Goldman Sachs "stolen code" scandal is this: Super-skilled developers, general IT workers and managers tend to think of themselves as hired guns these days. Even at a company with a lot of prestige, such as Goldman Sachs, the mentality these days is, "Hey, whoever can afford me."

Banks really ought to think about cultivating and retaining strong IT leadership. This can be difficult, notes Bank Systems & Technologies, because the community cuts across different generations: Gen X, Gen Y and the millenials, and each seems to have a distinct personality.

In some ways, it may boil down to offering career path, on par with that of bankers and marketing employees. For too long IT has been seen as somehow less deserving of a lasting career. A promising sign: At Fifth Third Bank, in Cincinnati, a formal entry-level training program consisting of four six-month assignments was established for recent IT hires. This isn't the best time to launch these sorts of programs, but the issue isn't going away. 

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