Transformation at ING (C): Culture

William R. Kerr; Alexis  Brownell

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Supplement | HBS Case Collection | May 2018

Transformation at ING (C): Culture

by William R. Kerr and Alexis Brownell

Abstract

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;

Language: English

Format: Print

14 pages

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Citation:

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

About the Author

William R. Kerr

Dimitri V. D'Arbeloff - MBA Class of 1955 Professor of Business Administration
Unit Head, Entrepreneurial Management

Entrepreneurial Management

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Background Note | HBS Case Collection | February 2020 (Revised June 2020)

China Commerce 2020

William R. Kerr, Daniel O'Connor and Nathaniel Schwalb

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.

Keywords: e-commerce; platforms; Strategy; Leadership; Retail Industry; Technology Industry; Consumer Products Industry; China;

Citation:
Kerr, William R., Daniel O'Connor, and Nathaniel Schwalb. "China Commerce 2020." Harvard Business School Background Note 820-014, February 2020. (Revised June 2020.) View Details

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Case | HBS Case Collection | June 2020

Agile Consumer Product Innovation with Alibaba's Tmall Innovation Center

William R. Kerr, Daniel O'Connor and James Palano

Consumer products companies were beset by changes on all sides during the 2010s. Customers were increasingly turning to ecommerce platforms rather than shopping in-store. Meanwhile, nimble, digitally-savvy competitors were gaining market share by capitalizing on the troves of newly available data on consumer preferences. Alibaba was the largest ecommerce platform company globally and operated in China, which was seen by many as an image of the future of western markets. In 2017, Alibaba launched the Tmall Innovation Center (TMIC) which provided a range of services to support innovation for companies selling through the Tmall business-to-consumer platform. These included robust consumer insights backed by data from across Alibaba and mechanisms to rapidly solicit customer feedback. Armed with the TMIC, consumer products companies were learning that effectively targeting consumer preferences required a new approach to product development which had far-reaching implications across roles, skills, and organizational structure.

Keywords: future of work; retail; ecommerce; Alibaba; consumer products; innovation; Innovation and Invention; Product Development; Consumer Behavior; Consumer Products Industry; Retail Industry; China;

Citation:
Kerr, William R., Daniel O'Connor, and James Palano. "Agile Consumer Product Innovation with Alibaba's Tmall Innovation Center." Harvard Business School Case 820-087, June 2020. View Details

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Teaching Note | HBS Case Collection | June 2020

Catalant's Operating System for the Future of Work

Christopher Stanton, William R. Kerr, James Palano and Kendall Smith

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.

Keywords: Talent and Talent Management; Transformation; Business Startups;

Citation:
Stanton, Christopher, William R. Kerr, James Palano, and Kendall Smith. "Catalant's Operating System for the Future of Work." Harvard Business School Teaching Note 820-105, June 2020. View Details

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Transformation at ING (C): Culture

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