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Leadership in an agile environment
A practical example by Hendrik Pothof & Michael Bres
Commercial Banking - Lending Servi...
ING Commercial Banking – Lending Services
2
Moscow
Mumbai
Bangalore
Hong Kong
Shanghai
Buenos
Aires
Sao
Paulo
New York
Atl...
Transition to one global operating model
3
Why?
• Client satisfaction
• Efficiency & scalability
• Agile adaptation to mar...
How? Organize for cooperation
4
How? Organize for cooperation
5
How? Clear target & priorities
6
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...
NO MAN HAS ANY NATURAL AUTORITY OVER HIS FELLOW MAN
SAPERE AUDE
COGITO ARGO SUM
Rene Descartes
Immanuel Kant
Jean-Jacques ...
FREEDOM TO ACT
BY STRENGTHENING COMPETENCE
AUTONOMY
BY DIVESTING CONTROL
MUTUAL CONSENT
BASED ON ORGANIZATION CLARITY
EARN...
15
CONTROL
COMPETENCE TRUST
CLARITY
16
COMPETENCE TRUST
CLARITY
17
TRUST
CLARITY
18
TRUST
19
20
21
AGILE CAPTURETEAM (ACT)
ING EXAMPLE
22
AGILE CAPTURETEAM (ACT)
PRIORITIES BASED ON COMMON
UNDESTANDING AND MUTUAL
CONSENT
ING EXAMPLE
23
AGILE CAPTURETEAM (ACT)
STRENGTHENINGTEAM
KNOWLEDGE BY SPECIALISATION
PRIORITIES BASED ON COMMON
UNDESTANDING AND MUTUA...
24
AGILE CAPTURETEAM (ACT)
STRENGTHENINGTEAM
KNOWLEDGE BY SPECIALISATION
PRIORITIES BASED ON COMMON
UNDESTANDING AND MUTUA...
PLEASE JOINTHE WORKGROEP
AGILE LEADERSHIP @AGILE CONSORTIUM
Twitter your reaction to @axismanagement #agileleadership or e...
Werkt aanstekelijk
Acnl ing axis leadership event 0112 2015
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Acnl ing axis leadership event 0112 2015

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Presentatie van ING samen met Axis into Management over Agile leadership. Bevat oa het Agile leadership manifesto

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Acnl ing axis leadership event 0112 2015

  1. 1. Leadership in an agile environment A practical example by Hendrik Pothof & Michael Bres Commercial Banking - Lending ServicesValue Chain Rotterdam University, 1-12-2015
  2. 2. ING Commercial Banking – Lending Services 2 Moscow Mumbai Bangalore Hong Kong Shanghai Buenos Aires Sao Paulo New York AtlantaDallas 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
  3. 3. 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
  4. 4. How? Organize for cooperation 4
  5. 5. How? Organize for cooperation 5
  6. 6. How? Clear target & priorities 6
  7. 7. Ready? … 7
  8. 8. 8 WHAT LEADERSHIP PRINCIPLES ENHANCED ING’s AGILE OPERATION?
  9. 9. WHY DIFFERENT LEADERSHIP?
  10. 10. WHY DIFFERENT LEADERSHIP?
  11. 11. WHY DIFFERENT LEADERSHIP?
  12. 12. 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?
  13. 13. NO MAN HAS ANY NATURAL AUTORITY OVER HIS FELLOW MAN SAPERE AUDE COGITO ARGO SUM Rene Descartes Immanuel Kant Jean-Jacques Rousseau ALTERNATIVE PERSPECTIVE FOR LEADERSHIP MUTUAL CONSENT AUTONOMY FREEDOMTO ACT
  14. 14. 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. 15. 15 CONTROL COMPETENCE TRUST CLARITY
  16. 16. 16 COMPETENCE TRUST CLARITY
  17. 17. 17 TRUST CLARITY
  18. 18. 18 TRUST
  19. 19. 19
  20. 20. 20
  21. 21. 21 AGILE CAPTURETEAM (ACT) ING EXAMPLE
  22. 22. 22 AGILE CAPTURETEAM (ACT) PRIORITIES BASED ON COMMON UNDESTANDING AND MUTUAL CONSENT ING EXAMPLE
  23. 23. 23 AGILE CAPTURETEAM (ACT) STRENGTHENINGTEAM KNOWLEDGE BY SPECIALISATION PRIORITIES BASED ON COMMON UNDESTANDING AND MUTUAL CONSENT ING EXAMPLE
  24. 24. 24 AGILE CAPTURETEAM (ACT) STRENGTHENINGTEAM KNOWLEDGE BY SPECIALISATION PRIORITIES BASED ON COMMON UNDESTANDING AND MUTUAL CONSENT ELABORATE THE DOWNSIZING OF CONTROL SYSTEMS AND BUREAUCRACY ING EXAMPLE
  25. 25. PLEASE JOINTHE 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 ‘OPENTABLE’ SESSION ON 27TH JANUARY @AXISMANAGEMENT Twitter your reaction to @axismanagement #agileleadership or email michael.bres@axisinto.nl Axis into Management @Axismanagement
  26. 26. Werkt aanstekelijk

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