1 DIGITAL & AGILE ORGANIZATION

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STRUCTURE AT ING

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ING: AN AGILE ORGANIZATION IN A 3 EXPANSION RECOMMENDATION
DISRUPTIVE ENVIRONMENT

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Team 1:
Jérémy Badré, Marin Beauchesne, Zita Bohn, Léa Cornu, Pavithra Krishnamurthy
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 DIGITAL & AGILE ORGANIZATION

● Agile is a set of mindsets, frameworks, methodologies and practices that enable teams to work more effectively through increased collaboration
à deliver highest possible value to customers

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DISRUPTION ING’S RESPONSE TO DISRUPTION

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- Responsiveness to developments in a changing sector disrupted by

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Industry disruption: technology such as blockchain, IoT & Big Data
- Accelerate the development and marketing of offers and services,
Digital transformation & technologies are disrupting the

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thanks to agile, flexible organisations and short cycle operations
financial industry à increased competition - Improve productivity due to fierce competition with disruptive neo-
banks and Fintechs that leverage data and digital channels to grasp

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market shares of traditional banks

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Customer disruption: co rc - Create consumer-oriented and digitalised strategies while reducing
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Customer needs and expectations have changed especially time-to-market and increasing responsiveness
- Need for new customer mindset, culture, fit of strategy and
regarding the digital world (connectivity, speed etc.) organisation – adopt agile principles
à focus on user experience
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 ING’S STRUCTURE

Organizational structure:
• 350 squads of 9 people from different backgrounds being responsible for customer-related mission → the “what”
• Coordination across squads of the same discipline by chapters → the “how”

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• Tribe: squads working on interconnected missions (13 tribes of max 150 people)

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• Agile coaches: get the mindset right

Business processes:

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• Sprints of 2 weeks, fixed teams and variable scope
• Chapter determined the job to be done

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• Quarterly Business Review (QBR) to align tribes to the ING’s strategy

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IT systems:
• 1st experience in 2012, implementation of the scrum-method (squads of 9 people), app programmer placed at the core of

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product development and marketing teams to focus on customer → efficiency gains

Employee skills:

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• Each squad composed by different expertise/background/disciplines
• Foster learning and develop new skills on the basis of agile

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• Fit with ING’s values, agile mindset and the Orange Code favoured over technical skills à better communication & collaboration

Culture co rc
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• The Orange Code: alignment & collaboration / continuous improvement & productivity / diversity / innovate & learn / more
leniency for failures / empowerment & trust
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Leadership
• New set of skills required & alignment on common purpose between teammates is crucial to transition from management to leadership
• Achieve empowerment through bottom up and top down
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 ING’S STRUCTURE

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ING’s image & structure Scale up agile method to Digital & sustainability
other regions

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Flat structure Start from market leader Invest in platform
Break silos, make the company more horizontal to encourage To make it easy to copy from NL experience To facilitate exchanges, get new supports and increase
sharing between seniors and juniors employees digitalisation in the business model

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Take care and Valorise your talents Expand to challengers & growth market ones Create & get moving new ecosystems

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They are your best promoters To follow the success of precedent work in the market leader to promote new business value based on sustainability,
region and to implement as fast as possible to new growing local & global positive footprint

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business areas

Promote diversity
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Educate your teams to the agile method from Analyse DATA
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To develop collective intelligence inhouse and external experiences to get new customer insights and adapt your offers
To make the method and new strategy work
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Be the best place to work Promote failure through agile fast test and Create fintech incubator
to hire new generations of employees which are more « agile learn method to R&D and anticipate new trends by collaborating with
friendly » new actors
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You can be agile if you don’t promote failure but do it fast to

decrease potential impacts
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