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Our @HarvardHBS MBA course on #ManagingTheFutureOfWork is underway!
I share a few key ideas from each class that sparked conversation.
Class 5 looked at how @ing_news reshaped its ops by implementing agile, 1st in the Netherlands & then internationally: hbsp.harvard.edu/product/818077…
I share a few key ideas from each class that sparked conversation.
Class 5 looked at how @ing_news reshaped its ops by implementing agile, 1st in the Netherlands & then internationally: hbsp.harvard.edu/product/818077…
Banks all around the world face the same big Q: how fast must they transform themselves to meet new digital/tech demands and customer expectations?
More than half the class had been a participant in or a consultant to such a transformation, so war stories were plentiful.
More than half the class had been a participant in or a consultant to such a transformation, so war stories were plentiful.
The class' biggest debate was over why ING took the "big bang" approach, which could have caused damaging disruption if not implemented well, and whether ING spent enough time piloting it.
Vincent van den Boogert, ING NLD's CEO, explained the decision in class:
Vincent van den Boogert, ING NLD's CEO, explained the decision in class:
75% of the class said they would prefer working in this agile model post-MBA. Somewhat less would have preferred it for a first job.
If leading a change, 85% said they would push more autonomy vs being cautious (& risking not achieving escape velocity for reforms).
If leading a change, 85% said they would push more autonomy vs being cautious (& risking not achieving escape velocity for reforms).
The class praised ING's leadership for bringing clarity to how they treated employees and approached reassignments. This effort extended to the top leaders, as Vincent explained in class:
If you want to hear more, check out our podcast with Vincent van den Boogert!
hbs.edu/managing-the-f…
hbs.edu/managing-the-f…
