ING, a Dutch multinational banking corporation, underwent a significant transformation to become an agile organisation. It drew inspiration from tech companies and startups rather than traditional banking models. ING’s agile approach involves a shift from a hierarchical structure to a collaborative one, where teams are self-steering and have end-to-end responsibility for a specific customer-focused project.
The transformation was not without challenges. It required a complete overhaul of the company’s culture, systems, and processes. ING’s leadership had to learn to relinquish control, allowing teams to make decisions and learn from their mistakes. It also required a significant investment in training and development to equip employees with the necessary skills.
The results have been overwhelmingly positive. ING has seen improvements in time-to-market, employee engagement, and customer satisfaction. The company’s success has sparked interest in the agile model among other financial institutions. Despite this, ING stresses that there is no one-size-fits-all approach to agility and that each organisation must find its own path.
ING’s journey illustrates that a shift towards agility is not just about adopting new methodologies, but about changing the organisational mindset and culture. It requires commitment from all levels of the organisation and a willingness to learn and adapt.
Go to source article: http://www.mckinsey.com/industries/financial-services/our-insights/ings-agile-transformation