Acnl ing axis leadership event 0112 2015

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Leadership in an agile environment

A practical example by Hendrik Pothof & Michael Bres

Commercial Banking - Lending Services Value Chain

Rotterdam University, 1-12-2015

ING Orange

RGB= 255, 98, 0

ING Light Grey

RGB= 168, 168, 168

ING Indigo

RGB= 82, 81, 153

ING Sky

RGB= 96, 166, 218

Colour Guidelines

ING Fuchsia

RGB= 171, 0, 102

ING Lime

RGB= 208, 217, 60

ING Leaf

RGB= 52, 150, 81

ING Mid Grey

RGB= 118, 118, 118

Text Colour

RGB= 51, 51, 51

No content below the grey line

ING Commercial Banking – Lending Services

2

Moscow

Mumbai

Bangalore

Hong Kong

Shanghai

Buenos

Aires

Sao

Paulo

New York

Atlanta Dallas

Houston

Los Angeles Beijing

Jakarta

Tokyo

Almaty

Kuala Lumpur

Labuan

Ulan Bator

Manila

Singapore

Seoul

Taipei

Bangkok

Dubai

Hanoi

St Petersburg

Bahrain

Pune

Delhi

Kolkata

Chennai

Hyderabad

ING Bank has a global footprint

• > 50.000 employees

• ± € 1.000 billion total assets

CB Lending products

• Corporate lending

• Industry lending

• Structured finance

CB Lending numbers:

• 40 countries

• ± € 130 billion CB Lending assets

ING Orange

RGB= 255, 98, 0

ING Light Grey

RGB= 168, 168, 168

ING Indigo

RGB= 82, 81, 153

ING Sky

RGB= 96, 166, 218

Colour Guidelines

ING Fuchsia

RGB= 171, 0, 102

ING Lime

RGB= 208, 217, 60

ING Leaf

RGB= 52, 150, 81

ING Mid Grey

RGB= 118, 118, 118

Text Colour

RGB= 51, 51, 51

No content below the grey line

Transition to one global operating model

3

Why?

• Client satisfaction

• Efficiency & scalability

• Agile adaptation to market and regulatory demand

• Data at the fingertips of clients, regulators and management

What?

•One global set of products

• Uniform processes & organisation

•Global IT applications

•One team responsible for the operating model

before

after

ING Orange

RGB= 255, 98, 0

ING Light Grey

RGB= 168, 168, 168

ING Indigo

RGB= 82, 81, 153

ING Sky

RGB= 96, 166, 218

Colour Guidelines

ING Fuchsia

RGB= 171, 0, 102

ING Lime

RGB= 208, 217, 60

ING Leaf

RGB= 52, 150, 81

ING Mid Grey

RGB= 118, 118, 118

Text Colour

RGB= 51, 51, 51

No content below the grey line

How? Organize for cooperation

4

ING Orange

RGB= 255, 98, 0

ING Light Grey

RGB= 168, 168, 168

ING Indigo

RGB= 82, 81, 153

ING Sky

RGB= 96, 166, 218

Colour Guidelines

ING Fuchsia

RGB= 171, 0, 102

ING Lime

RGB= 208, 217, 60

ING Leaf

RGB= 52, 150, 81

ING Mid Grey

RGB= 118, 118, 118

Text Colour

RGB= 51, 51, 51

No content below the grey line

How? Organize for cooperation

5

ING Orange

RGB= 255, 98, 0

ING Light Grey

RGB= 168, 168, 168

ING Indigo

RGB= 82, 81, 153

ING Sky

RGB= 96, 166, 218

Colour Guidelines

ING Fuchsia

RGB= 171, 0, 102

ING Lime

RGB= 208, 217, 60

ING Leaf

RGB= 52, 150, 81

ING Mid Grey

RGB= 118, 118, 118

Text Colour

RGB= 51, 51, 51

No content below the grey line

How? Clear target & priorities

6

ING Orange

RGB= 255, 98, 0

ING Light Grey

RGB= 168, 168, 168

ING Indigo

RGB= 82, 81, 153

ING Sky

RGB= 96, 166, 218

Colour Guidelines

ING Fuchsia

RGB= 171, 0, 102

ING Lime

RGB= 208, 217, 60

ING Leaf

RGB= 52, 150, 81

ING Mid Grey

RGB= 118, 118, 118

Text Colour

RGB= 51, 51, 51

No content below the grey line

Ready? …

7

8

WHAT LEADERSHIP PRINCIPLES ENHANCED ING’s AGILE OPERATION?

WHY DIFFERENT LEADERSHIP?

WHY DIFFERENT LEADERSHIP?

WHY DIFFERENT LEADERSHIP?

The management world remains generally in

denial about the discoveries of Agile.

Steve Denning, forbes.com

Agile failed to change the old, centralized,

command-and-control system of management.

Adam Pisoni, co-founder and former CTO of Yammer

Old-style management is the biggest obstacle to

the adoption of Agile.

Jurgen Appelo. 'Management 3.0'.

“To survive in the twenty-first century, we are

going to need a new generation of leaders”.

Warren G. Bennis.

WHY DIFFERENT LEADERSHIP?

NO MAN HAS ANY NATURAL AUTORITY OVER HIS FELLOW MAN

SAPERE AUDE

COGITO ARGO SUM

Rene Descartes

Immanuel Kant

Immanuel Kant

Jean-Jacques Rousseau

ALTERNATIVE PERSPECTIVE FOR LEADERSHIP

MUTUAL CONSENT

AUTONOMY

FREEDOM TO ACT

FREEDOM TO ACT

BY STRENGTHENING COMPETENCE

AUTONOMY

BY DIVESTING CONTROL

MUTUAL CONSENT

BASED ON ORGANIZATION CLARITY

EARNING TRUST

ALTERNATIVE PERSPECTIVE FOR LEADERSHIP AND DAVID MARQUET’S MACHANISMS

15

CONTROL

COMPETENCE TRUST

CLARITY

16

COMPETENCE TRUST

CLARITY

17

TRUST

CLARITY

18

TRUST

19

20

21

AGILE CAPTURE TEAM (ACT)

ING EXAMPLE

22

AGILE CAPTURE TEAM (ACT)

PRIORITIES BASED ON COMMON

UNDESTANDING AND MUTUAL

CONSENT

ING EXAMPLE

23

AGILE CAPTURE TEAM (ACT)

STRENGTHENING TEAM

KNOWLEDGE BY SPECIALISATION

PRIORITIES BASED ON COMMON

UNDESTANDING AND MUTUAL

CONSENT

ING EXAMPLE

24

AGILE CAPTURE TEAM (ACT)

STRENGTHENING TEAM

KNOWLEDGE BY SPECIALISATION

PRIORITIES BASED ON COMMON

UNDESTANDING AND MUTUAL

CONSENT

ELABORATE THE DOWNSIZING OF

CONTROL SYSTEMS AND

BUREAUCRACY

ING EXAMPLE

PLEASE JOIN THE WORKGROEP

AGILE LEADERSHIP @AGILE CONSORTIUM

Twitter your reaction to @axismanagement #agileleadership or email michael.bres@axisinto.nl

CALL FOR ACTION

ELABORATE ON AGILE LEADERSHIP AT

THE ‘OPEN TABLE’ SESSION ON 27TH JANUARY @AXISMANAGEMENT

Twitter your reaction to @axismanagement #agileleadership or email michael.bres@axisinto.nl

Axis into Management

@Axismanagement

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