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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 [email protected]
CALL FOR ACTION
ELABORATE ON AGILE LEADERSHIP AT
THE ‘OPEN TABLE’ SESSION ON 27TH JANUARY @AXISMANAGEMENT
Twitter your reaction to @axismanagement #agileleadership or email [email protected]
Axis into Management
@Axismanagement
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