ABN AMRO (B): The challenge of scaling self-organization

By Michael R. Wade and Lisa Simone Duke

4 pages

February 2025

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Reference: IMD-7-2439

The B case picks up at the end of Case A. It’s now autumn 2022. Klaas Ariaans and Eric Jones, leaders within ABN AMRO’s Personal and Business Banking Division had been reflecting on the success of self-organization in their divisions. This new working method gave branches and banking teams more autonomy over how, when and where they worked, as well as how they could best serve their local customers. It had also improved employee attraction and retention. Video banking and self-organization enabled the division to find a balance between digital self-service and personal contact for complex products such as mortgages. The result was a 57% increase in the division’s transactional NPS score. Yet, although Ariaans and Jones had achieved considerable success, their ambition to expand self-organization to other parts of ABN AMRO had not yet been realized. The case explores the different strategies and initiatives they attempted and what happened. Their resolve was unchanged, however, and the case ends with a question: How could they set a path for the rest of the bank to enjoy similar success?

Learning Objective

Understand the strategic and leadership initiatives needed to influence and engage other parts of a business when implementing new ways of working

Keywords

Digital, Digital Transformation, Culture, Self-organization, Scaling

Settings

Europe, Netherlands
ABN AMRO, Finance and Insurance, Banking
2020

Type

Field Research

Available Languages

English

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This case study is part of a series

ABN AMRO (A): When culture drives transformation
ABN AMRO (B): The challenge of scaling self-organization

This case study is part of a series

ABN AMRO (A): When culture drives transformation
ABN AMRO (B): The challenge of scaling self-organization

ABN AMRO (A): When culture drives transformation

By Michael R. Wade and Lisa Simone Duke
Case reference: IMD-7-2192 ©2025

Summary

The case describes two transformation journeys for ABN AMRO bank. The first transformation is cultural and the second is digital. It explores the interplay between these two journeys from the perspective of the head of the Personal Banking. The case goes into detail regarding how the bank rebuilt its internal operating model. The hierarchy was de-layered and replaced with agile ways of working, employee empowerment and a new performance management approach. At first, there was a lot of chaos, but, after some time for adjustment, benefits started to appear, such as higher NPS scores and improved financial results. The new approach also helped the bank cope with the Covid-19 pandemic as many of the changes were linked to remote working for employees and technology-mediated service provision for customers. The case also explores new challenges that appeared. While some teams embraced the new ways of working, others had trouble letting go of legacy approaches. There were inconsistencies and confusion around performance measurement. Despite improving performance in some areas, multifunctional teams were not necessarily delivering the best customer experiences. Sick leave was increasing, and there were signs that employee engagement was falling. The reader is placed in the shoes of the head of Personal Banking who must come up with solutions to these challenges.

Reference IMD-7-2192

Organization ABN AMRO

Industry Finance and Insurance, Banking

Available Languages English

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Research Information & Knowledge Hub for additional information on IMD publications

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