Strategic IT Procurement in the Financial Sector (Paperback or Softback)

A Practical Handbook for the C-Suite: Strategy, Procurement, Contracts, Compliance, and Supplier Management Across the Full Lifecycle

Every major IT decision a financial firm makes today is also a decision about technology, economics, security, law, and regulatory compliance - all at once. *Strategic IT Procurement in the Financial Sector* reframes procurement not as a checkpoint that IT projects pass through, but as a strategic partner that extends the CIO's ability to govern supplier relationships long after the contract is signed.

Written for anyone who sits in or close to the leadership team of a bank, insurer, fund manager, or pension provider - the CIO, CPO, CISO, CEO, and the risk, legal, and compliance functions around them - this handbook follows a single continuous lifecycle: need, strategy, market, supplier selection, price, contract, implementation, governance, and exit. Each chapter is built around one question: what does leadership need to already have secured, before the question becomes urgent?

The book opens with the foundations - procurement theory, technical literacy for IT buyers, mandate, and cross-functional collaboration - before moving into the commercial core: needs analysis, sourcing strategy, RFPs and supplier selection, and the pricing logic behind everything from software licenses to cloud services and AI. A substantial part of the book treats the contract itself as a governance instrument, working through requirements and SLAs, data protection and intellectual property, liability and audit rights, and change and exit provisions. A dedicated section shows, chapter by chapter, how DORA, GDPR, NIS2, the AI Act, and the Data Act translate into concrete procurement requirements - not as a legal appendix, but woven into the process itself. The book closes where most treatments of IT procurement stop too soon: at implementation, ongoing supplier management, and the exit capability that ultimately determines whether an organization can ever actually leave a supplier it needs to leave.

Throughout, realistic worked examples - drawn from organizations such as Nordic Insurance, Svea Pension, and Capital Funds - turn abstract trade-offs into concrete numbers: an unchallenged exit price that ends up costing tens of millions more than necessary, a liability cap that covers only a fraction of a real incident, an AI system that quietly drifts into a new regulatory category no one ever reassessed.

The book assumes no legal or technical specialism, but it does not simplify away the complexity that genuinely exists in modern IT procurement. Its aim is to shift the conversation between the CIO and procurement from "what does it cost?" to "what do we control, and for how long?" - the question that ultimately determines whether a digital business is built to withstand the next decade of change, or merely to survive the next tender.