HomeResearch & Knowledgeback to HomeStrategyback to Research & KnowledgeING direct: The IT challenge (B)back to Strategy

Case Study

ING direct: The IT challenge (B)

By David C. Robertson

7 pages

December 2003

Order this case study

Reference: IMD-3-1345

This case describes the principles that the IT department uses to make the key IT decisions in the bank. It describes the architecture of the bank and the governance structure. It also describes the evolving role of the CIO, and how the CIO works with the rest of the organization to make decisions about IT.

Keywords

Information Technology, Communication Technology, Agility, Infrastructure, Transformation, Chief Information Officer, Financial Services, Retail Banking

Settings

2003

Type

Field Research

Available Languages

English

IMD case studies are distributed through case clearing houses. In order to browse the collection and purchase copies please visit the links below.

The Case Centre

Cranfield University

Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]

Harvard Business School Publishing

60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]

Asia Pacific Case Center

NUCB Business School

1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]

IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

This case study is part of a series

ING direct: The IT challenge (A) (Revised)
ING direct: The IT challenge (B)

This case study is part of a series

ING direct: The IT challenge (A) (Revised)
ING direct: The IT challenge (B)

Keep reading

Case Study

UrbanLuxe: Supply chain and M&A

Supply Chain Mergers and Acquisitions Operations Strategy

By Ralf W. Seifert and Richard Markoff

Article

Trump’s unconventional negotiation strategy - Dr. Sebastian Moritz

Trump’s unconventional negotiation strategy reveals how game theory in negotiations can shape power, commitment, and outcomes before talks begin.

Breaking up to move forward: Why CFOs are at the heart of the de-conglomeration trend

In an age that prizes agility, breaking up is a strategy rather than a surrender, argues IMD’s Salvatore Cantale, as CFOs step forward as architects of value in the de-conglomeration era.

Agility Corporate Governance Finance Leadership Strategy Sustainability

By Salvatore Cantale

in I by IMD

Article

Transitioning from CFO to CEO: top tips from the inside track

What does it take to move from CFO to CEO? Four top executives share candid lessons on leadership, risk, growth, and redefining the finance role.

Growth Leadership Organizational Transformation Strategy Team

By Jean-François Manzoni

in I by IMD

Article

Steady profit: Learning the lessons of future-ready companies

In an increasingly uncertain world, how do companies plan for the long term? Take this short quiz to test your knowledge of future readiness, and read on for insights from future-ready companies.

Strategy Future Readiness

By Howard H. Yu

in I by IMD Brain Circuits

21 May 2025

Article

Can you rely on AI? - AI Trust Checklist

Use our AI Trust Checklist to avoid bias, hallucinations, and deepfakes. Practical tips to build trust in your AI systems.

Leadership Strategy

By Öykü Işık and José Parra Moyano

in I by IMD

Case Study

Candles Killer: Lighting up the world at the bottom of the pyramid

Shenzhen Power-Solution (SPS), founded in 2009 in China as an entrepreneurial venture, disrupted traditional lighting markets in African villages with its flagship product, Candles Killer. This solar lamp, priced under $5, replaces hazardous keros...

Sustainability Customer Centricity Innovation Strategy

By Winter Nie and Yunfei Feng

Article

Will shortages hit before tariff tensions ease?

As tariff tensions simmer and uncertainty clouds the future of global trade, freight industry leaders reflect on how businesses can brace for potential shortages, adapt supply chains, and stay resilient in a rapidly shifting landscape.

Global Business Politics Strategy Supply Chain

By Simon J. Evenett

in I by IMD

Article

Are stakeholders making or breaking your strategy?

Leaders are often unaware of their value-critical stakeholders, inhibiting progress on strategic issues. The solution is to get rid of free riders and predators and build more involvement in the value-creation cycle by the stakeholders that matter...

Strategy Stakeholder Management

By Paul Strebel, Angeliki Papasava and Patrick Reinmoeller

in I by IMD Brain Circuits

1 May 2025

Article

Leading Global Operations - Complexity and Change

Leading global operations through complexity and change in 2025 means embracing AI and ML to streamline supply chains and meet rising demands.

Digital Leadership Strategy Supply Chain

By Ralf W. Seifert and Katrin Siebenbürger Hacki

in I by IMD

UrbanLuxe: Supply chain and M&A

By Ralf W. Seifert and Richard Markoff
Case reference: IMD-2654 ©2024

Summary

This brief case exercise presents an increasingly common business scenario: An established player acquires a small, agile start-up to re-energize its value proposition. In this case, established global beauty giant UrbanLuxe acquires beauty start-up KYX. UrbanLuxe represents an old-school company selling a classic portfolio mainly via traditional distribution channels of luxury and travel retail, whereas KYX is exclusively an e-commerce brand. UrbanLuxe has a stable – perhaps stale – product line while KYX is in constant experimental churn, with an influencer-based media strategy that brings inherent demand volatility. The supply chain director is tasked with identifying the supply chain risks and opportunities associated with the acquisition. The two companies are different from both an operations perspective and a marketing perspective. UrbanLuxe has five factories servicing a global demand. KYX relies on one co-manufacturer focused on the US market. UrbanLuxe distributes to classic retailers from its own warehouses, KYX uses a third-party logistics provider for its exclusively e-commerce business. Further complicating matters, UrbanLuxe’s CEO has ambitious growth plans to make KYX a global brand. The supply chain director must not only consider integrating the acquisition but also supporting the growth strategy, for which they are asked to find cost savings to provide funding. The case provides a vehicle for students to consider the supply chain challenges a company might face in successfully integrating a starkly different acquisition. This case anchored in the real world will elicit universal challenges in companies today.

Reference IMD-2654

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Supply Chain

Mergers and Acquisitions

Operations

Strategy

Browse all topics

Breaking up to move forward: Why CFOs are at the heart of the de-conglomeration trend

By Salvatore Cantale
in I by IMD

Summary

In an age that prizes agility, breaking up is a strategy rather than a surrender, argues IMD’s Salvatore Cantale, as CFOs step forward as architects of value in the de-conglomeration era.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Agility

Corporate Governance

Finance

Leadership

Strategy

Sustainability

Browse all topics

Transitioning from CFO to CEO: top tips from the inside track

By Jean-François Manzoni
in I by IMD