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

Educators Purchase

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

Cite View Details Purchase Related
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

Cite View Details Purchase Related
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

Cite View Details Educators Purchase Related
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

Cite View Details Purchase Related
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

Cite View Details Purchase Related

China's digital commerce platforms engage billions of consumers daily across a number of routine tasks from banking, retail purchases, travel, gaming, payments, and more. These platforms are the most sophisticated/informed and highest performing/capable in the world. While often business leaders refer to Amazon as a leader in digital exchange, this case highlights the vital areas where the Chinese platforms lead. Of special note is the merging of the retailers' on and offline capabilities into a unified consumer experience. Retailers like Walmart China have fundamentally altered their business model and federated with these Chinese platforms to build a better consumer experience, sell more, and manage costs and investment. While not all of these practices are globalizing, the non-China platforms are copying them fast to reach the new global standards. Leaders need to be informed and respond.

This case touches on the topics of project-based work, agile methodology, and skill and talent management through Catalant's evolution as a company. Catalant’s journey to becoming a software platform and talent marketplace provides context for students to explore new models of work and ways companies are mobilizing talent internal and external to their organization. This case urges students to contemplate how these considerations might shape the critical decisions business leaders will need to make about how to manage their organizations and use their resources to capitalize on their own vision for the future. This case also provides valuable lessons for technology entrepreneurship, introduces students to important gig economy concepts, and asks students to consider the unique challenges facing companies like Catalant that are selling a gig platform as part of their product or service.

Faculty & Research

Transformation at ING (A): Agile

Abstract

Citation:

About the Author

More from the Author