Related Work

1. 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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2. 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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3. 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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4. 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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