An Agile Organization In A

Disruptive Environment
 WHAT WHY HOW
A COMPANYWIDE ENABLE CONTIONOUS BRING IT AND BUSINESS
AGILE INNOVATION OF PRODUCTS TOGETHER WITH
TRANSFORMATION AND SERVICE MULTIDISCIPLINARY TEAMS

Disruption ING’s Response To Disruption

Industry disruption:
Digital transformation & technologies are disrupting
the financial industry -> increased competition
• Accelerate the development and marketing of offers and services, thanks to
agile, flexible organizations and short cycle operations
• Responsiveness to developments in a changing sector disrupted by
technology such as block chain, IoT & Big Data
• Improve productivity due to fierce competition with disruptive neobanks
and Fin-techs that leverage data and digital channels to grasp market shares
of traditional banks

Customer disruption: • Create consumer-oriented and digitalized strategies while reducing

Customer needs and expectations have changed time-to-market and increasing responsiveness
especially regarding the digital world (connectivity, • Need for new customer mindset, culture, fit of strategy and
speed etc.) -> focus on user experience organisation – adopt agile principles

Is the disruption limited to a certain Geographical Area?

If no then why should the means of Response to Disruption be limited to Specific Department/Business Units/Location?
Scaling Up Agile To Other Regions

Expand to Challengers and

Growth Markets
. Knowledge acquired during the
transformation of Agile in Benelux
Start with Market Leader – Transformation will be done with
The Benelux – Belgium, few hiccups
Netherlands, Luxembourg
. Makes it easy to copy from NL
Culture Shift . All the Market leaders are
present in the Euro Zone
. Role Modeling the
Agile Mindset
 Culture
A Key Component Of Agile Transformation

• Co-create a deeply resonant “organizational

purpose” with participation across the organization,
then broadcast it at every opportunity.

• Shape a new agile “organization culture” within your

organization through personally modeling, and
developing in others, new mind-sets and behaviors;
fostering understanding and conviction around your
core purpose; and ensuring the new agile design
reinforces the new mind-sets and behaviors.

• Support working in rapid cycles, with rigorous task

prioritization; focused, short bursts of work; and
frequent reflection to measure and learn.

• Promote failure through agile fast test and learn

method -“You can be agile if you don’t promote failure
but do it fast to decrease potential impacts”
 Start With Market Leaders
It will take less time to develop a product or application,
ceteris paribus, as an innovation in one country can
immediately be adopted by other countries that are on
the platform.
To offer best-in-class customer experience…
All our customers:
• Experience “one ING” across BeNelux by bringing down
information asymmetry and increasing transparency.
• Can perform all of their daily banking activities online
• Benefit from the best-rated banking app
• Experience an increased pace of innovation
• Receive pro-active contacts through use of analytics skills
• Get first-time-right response for queries without
handovers
• Retain branch access, with staff fully focused on advice
• Experience multi-language online capabilities
… and leverage scale
Combined scale and high level of standardization across
countries will allow us to:
• increases potential to lower Agency Costs to a certain
extent
• Amortize (IT) investments over 11 million customers
• Share operating costs
• Bring innovations faster to market
Expanding To Challenger And Growth Markets
To follow the success of precedent work in the market leader region and to
implement as fast as possible to new growing business areas
 Wholesale Banking

Wholesale banking is a highly customized

business, with bespoke products and services that
are designed for the unique needs of individual
clients. As such, success is highly dependent on
strong client relationships and an in-depth
familiarity with the complex needs of each
individual client. Scale is less of a necessity due to
the relatively low-volume and high-value nature of
transactions.
Agile Transformation

• Re-Organize the Way we work to deliver an

experience that is borderless, instant, personal and
consistent.
• Re-Organize the way in which Experience is
delivered Using advice, Data-Driven Insights and
sector knowledge.
 Scaling Up Agile to Other Departments/ Business Units

Challenges Recommendation
• Conduct an organizational readiness assessment to examine potential barriers of adopting specific large-scale agile
transformation frameworks.
Readiness and appetite for • Identify gaps/issues and associated steps to resolve issues, e.g., increased training, organizational structural changes, or new
change management styles or strategies.
• Use an incremental adoption of a large-scale agile framework in areas of weakness to ensure a smooth transformation
process and demonstrate small wins.
• Avoid comparison against methods out of context or without framework-independent criteria to meet organizational specific
requirements.
• Use metrics that are core to an organization’s value portfolio to evaluate how each framework contributes to organizational
productivity and performance, e.g., employee engagement, customers’ satisfaction, productivity, agility, time-to-market, or
Comparing and contrasting
quality.
Frameworks
• Use a small number of metrics (one to four), aggregated from other metrics, if necessary, to compare and contrast large-scale
agile frameworks.
• Ensure that comparison and justification of framework selection is clear to all key stakeholders in the large-scale agile
transformation process.
• Identify what new structural requirements a specific large-scale agile framework imposes on an organization.
Balancing organizational • Evaluate how new agile framework structures will positively or negatively impact on performance, standards compliance, and
structure and frameworks flexibility across an organization.
• Weigh-up the benefits and drawbacks of the large-scale agile framework and how they may alter business operations.
• Build evidence (e.g., metrics) to support the use of a particular large-scale agile framework to transform your organization.
• Regularly test scalability at a more sustainable pace to learn your way through the transformation process, e.g., through
Lack of evidence based use transformational small wins.
• Identify and contextualize issue to offer guidance on agile large-scale transformation and establish best practice.
Moving Towards Digital And Sustainable

• Invest in platform - To facilitate

exchanges, get new supports and
increase digitalization in the business
model

• Create & get moving new

ecosystems - to promote new
business value based on
sustainability, local & global positive
footprint

• Analyse Data - To get new customer

insights and adapt your offers

• Create fin-tech Incubators - to R&D

and anticipate new trends by
collaborating with new actors
Whether Herman Should recommend about the performance review – Addressing
The Attrition Rate

• When the valuation of a company is determined by the ability of the

company making good returns in future. The why cant loans be given
on a person ability of making money in future – Performance rating
Shareholders Interests

With latest disruption in Fintech and the ever-changing Geopolitical landscape, we(ING) will be better
equipped this time with agile to change fast and then respond accordingly at the same time keeping the
shareholders interest in a better place which in turn reduces the agency costs”

Agency Costs - Monitoring costs which occur due to conflict if interest between shareholders and managers during the time of disruptions and challenges
Powerful Yet
Nimble

Thank You
 Challenges
Defining concepts and terms
Comparing and contrasting Frameworks
Readiness and appetite for change
Balancing organizational structure and frameworks
Recommendation
• Spend time reflecting and defining what is meant by agile and scale in your organizational context before
adopting a large-scale agile framework.
• Establish clear motivation to scale agile development to meet business needs.
• Develop a common vocabulary to capture vision and value of large-scale agile transformation.
• Ensure the common vocabulary is accessible, coherent, and promoted across all stakeholders in the early
stages of adopting a large-scale agile framework.
• Avoid comparison against methods out of context or without framework-independent criteria to meet
organizational specific requirements.
• Use metrics that are core to an organization’s value portfolio to evaluate how each framework contributes
to organizational productivity and performance, e.g., employee engagement, customers’ satisfaction,
productivity, agility, time-to-market, or quality.
• Use a small number of metrics (one to four), aggregated from other metrics, if necessary, to compare and
contrast large-scale agile frameworks.
• Ensure that comparison and justification of framework selection is clear to all key stakeholders in the
large-scale agile transformation process.
• Conduct an organizational readiness assessment to examine potential barriers of adopting specific large-
scale agile transformation frameworks.
• Identify gaps/issues and associated steps to resolve issues, e.g., increased training, organizational
structural changes, or new management styles or strategies.
• Use an incremental adoption of a large-scale agile framework in areas of weakness to ensure a smooth
transformation process and demonstrate small wins.
• Identify what new structural requirements a specific large-scale agile framework imposes on an
organization.
• Evaluate how new agile framework structures will positively or negatively impact on performance,
standards compliance, and flexibility across an organization.
• Weigh-up the benefits and drawbacks of the large-scale agile framework and how they may alter business
operations.
 Challenges Recommendations
Top-down versus • Determine whether a large-scale agile framework promotes a top-down or bottom-up implementation approach.
bottom-up • Strike a clear balance between enabling top-down and bottom-up transformation.
implementation • Provide continuous education or training opportunities at all staff levels including executives, project leaders, and software developers.
• Continually support and reflect on implementation activities from top and bottom

Lack of evidence based • Build evidence (e.g., metrics) to support the use of a particular large-scale agile framework to transform your organization.
use • Regularly test scalability at a more sustainable pace to learn your way through the transformation process, e.g., through
transformational small wins.
• Identify and contextualize issue to offer guidance on agile large-scale transformation and establish best practice.

Overemphasis on • Determine whether the organization’s agile transformation prioritizes adherence to specific agile frameworks or whether the overall
100% framework success of the method is better for business.
adherence over value • Identify which transformational factors will influence adherence over value, such as standards compliance, speed, cost, technology, or
customer requirements.
• Plan for the optimal degree of transformation with the large-scale agile framework as per your organizational
goals and objectives.

Maintaining • Engage with the people to assess their overall satisfaction in relation to autonomy in the workplace provided by the large-scale agile
Developer autonomy framework.
• Carry out regular audits to ensure awareness and adaptation of a large-scale agile framework remains transparent and relevant within
and across projects and teams.
• Explore whether new policies, such as bring your own device, would improve autonomy and facilitate a smooth large-scale agile
transformation.

Misalignment between • Consider involving customer stakeholders during the selection of a large-scale agile framework to increase transparency, cooperation,
customer processes and and alignment.
frameworks • Examine how the choice of a large-scale agile framework will provide the organizations with some flexibility to cater for growing
dynamic customer needs.