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4 case(s) found.
Nickel, a French fintech established in 2014, aimed to provide accessible banking services to underserved populations. Their innovative 'bank in a box' concept, requiring only an ID, a mobile phone, and €20, was distributed through local tobacco stores in France, which are an integral part of French daily life.
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Reference 6854
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Published 30 Nov 2023
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Length 14 page(s)
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Topic Strategy
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Region Europe
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Industry Financial Services, Banking
Nickel, a French fintech established in 2014, aimed to provide accessible banking services to underserved populations. Their innovative 'bank in a box' concept, requiring only an ID, a mobile phone, and €20, was distributed through local tobacco stores in France, which are an integral part of French daily life.
This case chronicles a successful digital transformation in Russia, where JSC Raiffeisenbank, the Russian branch of the Austrian parent company, reinvented its organizational and management system to build a new digital value network. The case discusses the transition to a less hierarchical Agile organizational structure, driven by IT-intensive cross-functional product teams.
This case chronicles a successful digital transformation in Russia, where JSC Raiffeisenbank, the Russian branch of the Austrian parent company, reinvented its organizational and management system to build a new digital value network. The case discusses the transition to a less hierarchical Agile organizational structure, driven by IT-intensive cross-functional product teams.
The case starts by describing the transformation of ING Netherlands from a traditional bank with functional hierarchies to an organization that embraces digitalization and ‘Agile’ principles. Then it illustrates how the bank is re-organized around self-managed teams without traditional managers. Finally, the narrative recounts how employees are empowered to make decisions.
The case starts by describing the transformation of ING Netherlands from a traditional bank with functional hierarchies to an organization that embraces digitalization and ‘Agile’ principles. Then it illustrates how the bank is re-organized around self-managed teams without traditional managers. Finally, the narrative recounts how employees are empowered to make decisions.
The case starts by describing the transformation of ING Netherlands from a traditional bank with functional hierarchies to an organization that embraces digitalization and ‘Agile’ principles. Then it illustrates how the bank is re-organized around self-managed teams without traditional managers. Finally, the narrative recounts how employees are empowered to make decisions.
The case starts by describing the transformation of ING Netherlands from a traditional bank with functional hierarchies to an organization that embraces digitalization and ‘Agile’ principles. Then it illustrates how the bank is re-organized around self-managed teams without traditional managers. Finally, the narrative recounts how employees are empowered to make decisions.