To support a new digital strategy launched in 2014 in response to multiple sources of disruption, ING Netherlands restructured in 2015 into an agile organization. Agility is based on speed, flat, collaborative and customer-centric design principles. In October 2017, ING was considering rolling the agile organization to Belgium in view of a merger of the two countries operations. On the one hand, agility was proving very effective to respond to disruption. But on the other hand, there were signs of tensions in the organization, some resulting from agility, some from the change process itself. The case puts participants in the shoes of Herman Tange, a tribe leader, in October 2017 as he ponders his recommendations about the future of the agile organization model to his new CEO. Herman wants to discuss three options.

【書誌情報】

ページ数：20ページ

サイズ：A4

商品番号：HBSP-IMD934

発行日：2018/3/26

登録日：2019/1/15