Publications
Publications
- January 2018 (Revised May 2018)
- HBS Case Collection
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
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.)
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