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4 case(s) found.
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.
An INSEAD alumnus is asked to lead a digital transformation effort in a large commercial bank. S/he designs the project, sources an entrepreneurial partner to provide the software platform, and runs a highly successful pilot test that saves millions of euros. Yet rolling out the new system to the rest of the organization proves to be almost impossible. Why, and what should s/he do next?
Reference 6506
Published 12 Nov 2019
Length 9 page(s)
Region Asia
Industry Financial Services, Banking
An INSEAD alumnus is asked to lead a digital transformation effort in a large commercial bank. S/he designs the project, sources an entrepreneurial partner to provide the software platform, and runs a highly successful pilot test that saves millions of euros. Yet rolling out the new system to the rest of the organization proves to be almost impossible. Why, and what should s/he do next?
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.