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Case
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Reference no. IMD-7-2070
Published by: Institute for Management Development (IMD)
Originally published in: 2019
Version: 26.08.2019
Revision date: 03-Oct-2019
Length: 19 pages
Data source: Field research

Abstract

The case illustrates how a financial institution with a conservative culture embraced digital transformation in a highly competitive environment. It focuses on the challenges inherent in moving from a start-up phase to a scale-up phase. The key protagonist, Nieke Martens, was charged with leading the Digital Hub, a pilot project located inside Rabobank's HQ in Utrecht. The Hub began by initiating three squads to examine customer journeys using an agile methodology. The three journeys were very successful, creating a positive impact for customers. Building on this success, they decided to scale-up to 10, then 20, then 30 teams within a five month timeframe. The case explores the different tensions that this expansion created across the bank. The case closes with Martens and her executive sponsor having to present their recommendations to the Managing Board for the best way to meet Rabobank's digital transformation goals at scale.

Time period

The events covered by this case took place in 2017-2018.

Geographical setting

Region:
Europe
Country:
The Netherlands

Featured company

Rabobank
Employees:
10000+
Turnover:
EUR 12020m
Industry:
Finance and insurance

About

Abstract

The case illustrates how a financial institution with a conservative culture embraced digital transformation in a highly competitive environment. It focuses on the challenges inherent in moving from a start-up phase to a scale-up phase. The key protagonist, Nieke Martens, was charged with leading the Digital Hub, a pilot project located inside Rabobank's HQ in Utrecht. The Hub began by initiating three squads to examine customer journeys using an agile methodology. The three journeys were very successful, creating a positive impact for customers. Building on this success, they decided to scale-up to 10, then 20, then 30 teams within a five month timeframe. The case explores the different tensions that this expansion created across the bank. The case closes with Martens and her executive sponsor having to present their recommendations to the Managing Board for the best way to meet Rabobank's digital transformation goals at scale.

Settings

Time period

The events covered by this case took place in 2017-2018.

Geographical setting

Region:
Europe
Country:
The Netherlands

Featured company

Rabobank
Employees:
10000+
Turnover:
EUR 12020m
Industry:
Finance and insurance

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