Transformation at ING (A): Agile

William R. Kerr; Federica  Gabrieli; Emer  Moloney

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

Transformation at ING (A): Agile

by William R. Kerr, Federica Gabrieli and Emer Moloney

Abstract

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 that 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;

Language: English

Format: Print

19 pages

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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.)

Related Work

Supplement | HBS Case Collection | January 2018

Transformation at ING (B): Innovation

William R. Kerr, Federica Gabrieli and Emer Moloney

Supplement to HBS No. 818-077. Together with the agile methodology, innovation at ING was an enabler for the company’s purpose of empowering people to stay a step ahead in life and business. The case explores ING's innovation priorities and strategy as well as the related challenges ahead.

Keywords: innovation; Agile; fintech; Innovation and Invention; Strategy; Technological Innovation; Banking Industry;

Citation:
Kerr, William R., Federica Gabrieli, and Emer Moloney. "Transformation at ING (B): Innovation." Harvard Business School Supplement 818-078, January 2018. View Details

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Supplement | HBS Case Collection | May 2018

Transformation at ING (C): Culture

William R. Kerr and Alexis Brownell

In 2016, ING Group began an overhaul of its company culture, culminating in a code of conduct dubbed "The Orange Code."

Keywords: ING; company culture; cultural change; Change; Organizational Culture; Change Management; Banking Industry; Financial Services Industry; Netherlands;

Citation:
Kerr, William R., and Alexis Brownell. "Transformation at ING (C): Culture." Harvard Business School Supplement 818-121, May 2018. View Details

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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 that 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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Teaching Note | HBS Case Collection | May 2019

Transformation at ING (A), (B), & (C)

William R. Kerr and Jordan Bach-Lombardo

Teaching Note for HBS Nos. 818-077, 818-078, 818-121.

Keywords: ING; Agile; innovation; reorganization; Transformation; Innovation and Management; Strategy; Change Management; Banking Industry;

Citation:
Kerr, William R., and Jordan Bach-Lombardo. "Transformation at ING (A), (B), & (C)." Harvard Business School Teaching Note 819-136, May 2019. View Details

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Supplement | HBS Case Collection | October 2019

Transformation at ING (A), (B), & (C)

William R. Kerr

Citation:
Kerr, William R. "Transformation at ING (A), (B), & (C)." Harvard Business School Multimedia/Video Supplement 820-702, October 2019. View Details

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Case | HBS Case Collection | November 2019

Hapag-Lloyd AG: Complying with IMO 2020

Benjamin C. Esty, Mette Fuglsang Hjortshoej and Emer Moloney

A new environmental regulation known as IMO 2020 was creating what one industry analyst called “the biggest shakeup for the oil and shipping industries in decades.” According to the new regulation, all ocean-going ships would have to limit their sulfur emissions by January 1, 2020. Senior leaders at Hapag-Lloyd, one of the world’s largest shipping companies, were evaluating three ways their ships could comply with the new regulation: use low-sulfur fuel, use high-sulfur fuel but install scrubbers to clean the exhaust, or convert ships to use liquid natural gas (LNG) as fuel. Each of the options had its advantages and disadvantages, and the most attractive option depended on not only the values of key parameters (e.g., future fuel prices and equipment costs), but also the strategies adopted by the owners of the other 60,000 ocean-going ships subject to the regulation. For the industry as a whole, annual compliance could cost as much as $60 billion; for Hapag-Lloyd, annual compliance might cost as much as $1 billion or more. For a company with net income of $34 million (€28 million) in the prior year, and losses in two of the past four years, getting this decision right was of the utmost importance. Senior executives at Hapag-Lloyd had created a proposed compliance plan and were scheduled to present it to the firm’s supervisory board for approval in June 2018. Whether the team had the right plan and whether the board would approve it are the key questions in the case.

Keywords: Valuation; Ship Transportation; Strategic Planning; Game Theory; Pollution and Pollutants; Supply Chain; Corporate Accountability; Capital Budgeting; Environmental Sustainability; Shipping Industry; Transportation Industry; Germany;

Citation:

Esty, Benjamin C., Mette Fuglsang Hjortshoej, and Emer Moloney. "Hapag-Lloyd AG: Complying with IMO 2020." Harvard Business School Case 220-003, November 2019. View Details

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