FIVE years ago, when ING went for its Agile transformation, it chose to emulate the Spotify Model. I joined the bank soon after that, but very early on the limitations of the Spotify model for scaling it to a large organisation became apparent. Of course, Spotify is much smaller than a typical bank and has […]
I was talking to an ex-colleague who works for a large UK based bank, and he was complaining about the Agile fad. His assertion was that Agile does not change the ground reality of banking – delivery remains a challenge, they still suffer long delays – the only thing that it changes is that people […]
Amazon recently started offering deliveries direct to car boots for members of its Prime subscription service. The service is an extension of Amazon’s Key program, which also enables drivers to deliver directly to your home even when you are away, and is also why Amazon acquired Ring for a billion dollars. The company has also […]
For a long time, most banks thought that their strategy was their key differentiator. You look at any investor presentation and it goes on and on about the unique strategy the bank has to build primary relationships or to attract switchers or for something else. In the process, the banks paid millions to various consultancies to […]
Purpose of this blog Little over a year back, I left Metro Bank to join ING in Netherlands, predominantly because I was fairly disillusioned with the way most banks work and unlike most banks, ING was actually trying to do something about it by implementing the Agile way of working in the entire organisation. Since then, […]