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• Case | HBS Case Collection | January 2018 (Revised May 2018)

  Transformation at ING (A): Agile

  William R. Kerr, Federica Gabrieli and Emer Moloney

  In December 2017, Vincent van den Boogert, CEO of ING in the Netherlands, was reflecting upon the company’s “agile” transformation, a reorganization of work which had been critical to respond to and exceed rapidly changing customer expectations. Launched in 2015 at the head office, agile had spread to the rest of the Dutch organization, from client services to the branch network, and permeated the overall company culture. It was now time to rollout the transformation to other units of the ING Group, but some questions remained: could agile be as successful in other countries as it had been in the Netherlands? How fast should ING roll out the transformation? How could they build on the experience acquired so far to improve their methodology?

  Keywords: Organizational change; organizational management; organizational structure; workforce; Agile; transformation; change management; leadership; Transformation; Organizational Change and Adaptation; Organizational Structure; Leading Change; Cross-Cultural and Cross-Border Issues; Banking Industry;

  Citation:

  Kerr, William R., Federica Gabrieli, and Emer Moloney. "Transformation at ING (A): Agile." Harvard Business School Case 818-077, January 2018. (Revised May 2018.)  View Details

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• Case | HBS Case Collection | May 2018

  Managing the Future of Work

  William R. Kerr, Allison Ciechanover and Jeff Huizinga

  Workers, companies, governments, and NGOs face a number of challenges and opportunities as advanced techologies gain traction.

  Keywords: Employment; Technological Innovation; Organizational Change and Adaptation; Change Management; Problems and Challenges; Opportunities;

  Citation:

  Kerr, William R., Allison Ciechanover, and Jeff Huizinga. "Managing the Future of Work." Harvard Business School Case 818-128, May 2018.  View Details

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• Working Paper | HBS Working Paper Series | 2018

  Immigrant Entrepreneurship in America: Evidence from the Survey of Business Owners 2007 & 2012

  Sari Pekkala Kerr and William R. Kerr

  We study immigrant entrepreneurship and firm ownership in 2007 and 2012 using the Survey of Business Owners (SBO). The survival and growth of immigrant-owned businesses over time relative to native-founded companies is evaluated by linking the 2007 SBO to the Longitudinal Business Database (LBD). We quantify the dependency of the United States as a whole, as well as individual states, on the contributions of immigrant entrepreneurs in terms of firm formation and job creation. We describe differences in the types of businesses started by immigrants and the quality of jobs created by their firms. First-generation immigrants create about 25% of new firms in the United States, but this share exceeds 40% in some states. In addition, Asian and Hispanic second-generation immigrants start about 6% of new firms. Immigrant-owned firms, on average, create fewer jobs than native-owned firms, but much of this is explained by the industry and geographic location of the firms. Immigrant-owned firms pay comparable wages, conditional on firm traits, to native-owned firms, but are less likely to offer benefits.

  Keywords: entrepreneurship; immigration; job creation; employee benefits; owner demographics; Exports; outsourcing; Entrepreneurship; Ownership; Demographics; Jobs and Positions; Compensation and Benefits; United States;

  Citation:

  Kerr, Sari Pekkala, and William R. Kerr. "Immigrant Entrepreneurship in America: Evidence from the Survey of Business Owners 2007 & 2012." Harvard Business School Working Paper, No. 18-098, April 2018.  View Details

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