• Login
  • Register
  • Search

Analysis of ING Agile Transformation

Tongxi Jiang

Abstract


ING started from the merger between Postbank and Dutch banking groups, which could be traced back to 1989. After that, insurance company Nationale-Nederlanden merged with it due to the removal of legal limitations on the merger between banks and insurance companies in the Netherlands. ING was willing to transform in January 2010, they set up a New IT Management team at first. This report aims to analyze the Agile transformation of ING.

Keywords


ING; Agile; Organizational Structure

Full Text:

PDF

Included Database


References


de Borba, J. C. R., Trabasso, L. G. and Pessôa, M. V. P. (2019) ‘Agile Management in Product Development’, Research Technology Management, 62(5), pp. 63–67. doi:10.1080/0895 6308. 2019. 1638488.

DUMITRIU, F., MEȘNIȚĂ, G. and RADU, L.-D. (2019) ‘Challenges and Solutions of Applying Large-Scale Agile at Organizational Level’, Informatica Economica, 23(3), pp. 61–71.doi: 10.12948/issn 14531305/23.3.2019.06.

Hamel G. (2012) ‘First, let ‘s fire all the managers (how a company can operate without managers)’, Human Resource Management International Digest, 20(4). doi: 10.1108/hrmid. 2012.04420daa.015.

Kalenda, M., Hyna, P. and Rossi, B. (no date) ‘Scaling agile in large organizations: Practices, challenges, and success factors’, JOURNAL OF SOFTWARE-EVOLUTION AND PROCESS, 30(10). doi: 10.1002/smr.1954.

Philipp Hohl et al. (2018) ‘Back to the future: origins and directions of the “Agile Manifesto” – views of the originators’, Journal of Software Engineering Research and Development, (1), p. 1. doi: 10.1186/ s40411-018-0059-z.




DOI: http://dx.doi.org/10.18686/mmf.v6i2.4141

Refbacks