From Doing the Things Right to Doing the Right Things
ING has been undergoing a large-scale transformation with respect to how we work. From waterfall to end-to-end agile, from a few, large, manually controlled IT changes per year to ten thousands of fully automated changes per month. From outsourcing where ING thinks and partners do to co-sourcing where thinking and doing is distributed with the partners. We have become proud but intrinsically face the risk we focus too strongly on how we work and forget what we do. Hence the strong focus on strategy definition, a QBR process, and Obeya rooms being the start and end of design thinking.