Publications

May 2019
Teaching Note

Transformation at ING (A), (B), & (C)

By: William R. Kerr and Jordan Bach-Lombardo

Teaching Note for HBS Nos. 818-077, 818-078, 818-121. View Details

Keywords: ING; Agile; Innovation; Reorganization; Transformation; Innovation and Management; Strategy; Change Management; Banking Industry

January 2018 (Revised May 2018)
Case

Transformation at ING (A): Agile

By: William R. Kerr, Federica Gabrieli and Emer Moloney

In December 2017, Vincent van den Boogert, CEO of ING in the Netherlands, was reflecting upon the company’s “agile” transformation, a reorganization of work that had been critical to respond to and exceed rapidly changing customer expectations. Launched in 2015 at the... View Details

Keywords: Organizational Change; Organizational Management; Workforce; Agile; Change Management; Leadership; Transformation; Organizational Change and Adaptation; Organizational Structure; Leading Change; Cross-Cultural and Cross-Border Issues; Banking Industry

April 2004 (Revised May 2005)
Case

ING DIRECT

By: James L. Heskett

The CEO of ING Direct (U.S.) has to decide: (1) whether and how to coordinate his organization's branding effort with its parent, ING Group, and (2) how fast to grow the business. Includes color exhibits. View Details

Keywords: Decision Choices and Conditions; Entrepreneurship; Leadership Style; Growth Management; Brands and Branding; Planning; Problems and Challenges; Financial Services Industry; United States

21 Oct 2019
Video

Digital Transformation at ING Netherlands

March 2015
Teaching Note

inge watertechnologies, GmbH

By: Ramana Nanda

January 2018
Supplement

Transformation at ING (B): Innovation

By: William R. Kerr, Federica Gabrieli and Emer Moloney

Supplement to HBS No. 818-077. Together with the agile methodology, innovation at ING was an enabler for the company’s purpose of empowering people to stay a step ahead in life and business. The case explores ING's innovation priorities and strategy as well as the... View Details

Keywords: Innovation; Agile; Fintech; Innovation and Invention; Strategy; Technological Innovation; Banking Industry

October 2011 (Revised June 2014)
Case

inge watertechnologies, GmbH

By: Ramana Nanda, Carin-Isabel Knoop and Markus Mittermaier

Using the financing history and exit choices of a German clean-tech startup as a lens, this case explores the reasons why venture-backed entrepreneurship is much lower in Germany than the US, despite a robust SME sector and large-corporate innovation in Germany. It... View Details

Keywords: Entrepreneurial Finance; Finance; Venture Capital; Negotiation; Entrepreneurship; Technology Industry; Germany

May 2004 (Revised July 2005)
Teaching Note

ING Direct (TN)

By: James L. Heskett

Teaching Note to (9-804-167). View Details

Keywords: Financial Services Industry

October 2015
Case

A Challenger's Strategy: Pinar Abay at ING Bank Turkey

By: Paul M. Healy, Gautam Mukunda and Esel Çekin

In 2013, Pinar Abay was appointed as the CEO of ING Bank Turkey. At 34, she was the youngest bank CEO in Turkey's history. Her appointment raised eyebrows because of her youth and because her career at McKinsey had given her no day-to-day bank management experience.... View Details

Keywords: Leadership; Change Management; Talent and Talent Management; Organizational Culture; Emerging Markets; Transformation; Banks and Banking; Growth and Development Strategy; Banking Industry; Turkey

October 2015 (Revised November 2024)
Case

A Challenger's Strategy: Pinar Abay at ING Bank Turkey

By: Paul Healy, Gautam Mukunda and Esel Çekin

In 2013, Pinar Abay was appointed as the CEO of ING Bank Turkey. At 34, she was the youngest bank CEO in Turkey's history. Her appointment raised eyebrows because of her youth and because her career at McKinsey had given her no day-to-day bank management experience.... View Details

March 2025 (Revised May 2025)
Case

ING Türkiye: Flexible Work in a Competitive Banking Environment

By: Ashley Whillans and Nico Schaefer

This case explores ING Türkiye’s journey toward workplace flexibility within the traditionally conservative Turkish banking sector. Beginning with early remote work experiments in 2015 and culminating in the FlexING model, by 2024 ING Türkiye had positioned itself as a... View Details

March 2016
Teaching Note

Advanced Leadership Pathways: Inge Skjelfjord and the Cacao Supply Chain

By: Rosabeth Moss Kanter and Ai-Ling Jamila Malone

Inge Skjelfjord, with a long career in international finance focused on agribusiness projects, had a vision to build a cacao research center that would help smallholder cacao farmers, who benefited the least from the chocolate value chain. He aimed to support the... View Details

Keywords: Agribusiness Industry; Farming; Farm; Policy; Change Management; Innovation; Agribusiness; Education; Economic Growth; Research; Supply Chain; Supply Chain Management; Agriculture and Agribusiness Industry; Ecuador

2015
Case

Advanced Leadership Pathways: Inge Skjelfjord and the Cacao Supply Chain

By: Rosabeth M. Kanter, Oludamilola Aladesanmi and Ai-Ling Jamila Malone

October 2019
Supplement

Transformation at ING (A), (B), & (C)

By: William R. Kerr

29 Jun 2018
Podcast

Ep 7: The CEO of ING Netherlands describes his bank’s agile “big bang”

As customers become more demanding, businesses must work fast to release new products and provide a high-quality customer experience. To keep up, ING took a radical approach one might expect from a Silicon Valley technology company, not a big bank. Bill speaks with the... View Details

Managing the Future of Work

The nature of work is changing. As companies grapple with forces—such as rapid technological change, shifting global product and labor markets, evolving regulatory regimes, outsourcing, and the fast emergence of the gig economy—they must overcome challenges and... View Details

April 2005 (Revised January 2007)
Case

Furman Selz LLC (A): A Tale of Two Acquisitions

By: Nancy D. Beaulieu, Boris Groysberg and Kyle Doherty

Profiles a firm that was reacquired by two companies with different degrees of success. Highlights integration challenges present in acquisition deals when the primary assets of the target are human capital. Focuses on Furman Selz's acquisition by Xerox in 1987; its... View Details

Keywords: Mergers and Acquisitions; Transition; Valuation; Human Capital; Compensation and Benefits; Integration; Organizational Culture; Banking Industry; Financial Services Industry; United States