Post on 28-May-2020
Journey of discovery
ABN AMRO Self-OrganizationAgile Leadership Europe
Amsterdam 2019
Klaas Ariaans
The dream of Personal Banking is that every client who enters a branch or connects via video banking receives a warm welcome. Every question is answered, first time right, and our client leaves with an excellent experience.
Banking for better, for generations to come
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WHAT DOES THE FUTURE OF
PERSONAL CONTACT LOOK LIKE?
HOW DO WE ORGANISE OURSELVES?
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ABN AMRO has formulated a strategy based on two pillars
Beeldbankieren Self-Organization
47
22
39
39
42
43
44
45
46
50
51
52
55
63
72
16
25
15
24
14
20
15
13
18
10
14
10
12
3
4
Spain
European consumer
Turkey
Italy
Czech Republic
Netherlands
Romania
Belgium
Poland
France
Germany
Austria
Luxembourg
United Kingdom
Norway
Expect to use mobile bankingAlready use mobile banking
Mobile banking (expected) use (%)1
51
7
57
31
67
40
23
62
56
57
46
76
68
89
92
Czech Republic
Poland
Belgium
European consumer
Italy
Romania
France
Turkey
Germany
Austria
Spain
Luxembourg
United Kingdom
Netherlands
Norway
Individuals who use online banking
Online banking use (%)2
1.Source: Ipsos i.o.v. ING, July, 2016 ING International Survey Mobile Banking: ‘World on the Move for Mobile Banking’.2.Source: Eurostat 2018, January, ‘People Who Used Internet Banking, 2017’.
The Dutch are one of the frontrunners in adopting mobile and online banking in Europe.
In the Netherlands
mobile and online banking is adopted on a large scale
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TODAY … ABN AMRO
is frontrunner in reducing the branch network in Europe …
The number of branches in the period between 1998 - 2018 in the Netherlands owned by ING, Rabobank and ABN AMRO (including specials for ABN AMRO)3,4
1. Source: Eurostat 2017.2. Source: Statista 2018.3.Source: BCG 2011, April, ‘Branch Footprint Optimization ABN AMRO Particulieren’.4.Source: Locatus 2018.
1.926
1.727
920
1.0521.100
510
617
510
135
ING Rabobank ABN AMRO
-68,0%
-70,5%
-85,3%
1998 2008 2018
86
161176
203 210 215
316
372390
436
498
568 571
690
NorwayTurkey Hungarythe Netherlands
United Kingdom
Denmark FranceIreland Poland Luxembourg Germany Austria Portugal Spain
The number of branches per 10,000 inhabitants
The number of branches per 10,000 inhabitants in Europe in 20181,2
The Netherlands has the lowest number of branches per 10,000 inhabitants in Europe… …among the three main banks in the Netherlands, ABN AMRO is frontrunner in reducing their branch network.
Banking for better, for generations to come
Despite the high digital adoption rate in the Netherlands
a majority of the Dutch people still values face to face contact for advise on complex products
The voice of the customer
Face to face contact Fully digital contact
87% 13%prefers to do all handlings, both for simple as complex, by themselves fully digital1
wants to have face to face financial advice in the acquisition of complex products1
62%
states that they are more likely to return to an organisation if they are helped by a person rather than they acquired a product fully digital2 59%
states that they are more likely to recommend an organisation if they receive personal service, rather than solely digital contact2
1.Source: McKinsey 20182.Source: Novio Research 2017
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BEELDBANKIEREN
[1/2] Beeldbankieren is driving business forward in a digital age
1. Source: CoE Business Intelligence ABN AMRO Personal Banking
Advice conversations via BeeldbankierenTarget KPI 2019 of 50% has been met
%vs. 51% in March 2019Skillpools excl. Daily Banking
65%vs. 67% in March 2019
Skillpool Mortgages
8%vs. 7% in March 2019
Skillpool Daily Banking
50%vs. 49% in March 2019
Skillpool Advice
28%vs. 23% in March 2019
Skillpool New Business
The 2019 target KPI of Beeldbankieren for Skillpools (excl. Daily Banking) has been met… …Mortgages is still frontrunner, most growth is expected from Daily Banking.
APRIL 2019
Note: new target KPIs are now determined for 2019.
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BEELDBANKIEREN
[2/2] Beeldbankieren is driving business forward in a digital age
1. Source: CoE Business Intelligence ABN AMRO Personal Banking
NPS Beeldbankieren
+vs. +46 in March 2019(NPS Face-to-Face = +37)
Promotors
vs. 51% in March 2019(Promotors Face-to-Face = 44%)
Detractors
vs. 4% in March 2019(Detractors Face-to-Face = 7%)
49%
4%1,420 unique users
vs. 1,352 in March 2019
More and more employees are using Beeldbankieren… …Beeldbankieren is the highest rewarded channel of ABN AMRO.
Employee adoption
APRIL 2019
Banking for better, for generations to come10
I honestly believe
‘’I don’t know better than my 3500 colleagues’’
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ConnectMe acts as a linking-pin which enables advisors
to connect and to either join or take over a conversation
ConnectMe
In 2019 ABN AMRO is on the move
towards an integrated digital and human customer journey
1. Beeldbankieren 2. ConnectMe 3. Click-to-Video & Client Video Portal
FROM A FUNDAMENT
WITH BEELDBANKIEREN
VIA AN INTERCONNECTED JOURNEY
WITH CONNECTME AND THE EXPERTISE OF 3,000 EMPLOYEES
TOWARDS A DIGITAL AND HUMAN INTEGRATED JOURNEY
WITH CLICK-TO-VIDE0 & A CLIENT VIDEO PORTAL
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Advisor Mortgages Advisor Pensions
Advisor Mortgages Advisor Pensions
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WHAT DOES THE FUTURE OF
PERSONAL CONTACT LOOK LIKE?
HOW DO WE ORGANISE OURSELVES?
Banking for better, for generations to come
Our history
…with supervision
We introduced a management control system…
Banking for better, for generations to come
…we pioneered in 1950 with mobile
banking…
Banking for better, for generations to come
But most of all … we are a company dealing with …
Banking for better, for generations to come
200 years of HIERARCHY
we needed something newBanking for better, for generations to come
AND SOMETIMES
THE BEST STRATEGY IS
TO JUMP
Banking for better, for generations to come
Banking for better, for generations to come
Banking for better, for generations to come
Banking for better, for generations to come
What is your first question?
WHAT DO WE ACTUALLY MEAN WITH
SELF-ORGANIZATION?
Banking for better, for generations to come
So what did we do?Our story in 195 seconds
o Complex and unmanageableo Politics and power playo Little autonomy and freedom
Strategy formation
Banking for better, for generations to come
The existing hierarchical model was too complex > Self-Organization
Personal Banking MT
Regional Director
Market Area Director
Branch manager
Deputy branch manager
Teams and advisers
Clients
Stra
tegi
cdi
alog
ue
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2
3
4
5Teams and advisers
Clients
Personal Banking MDT
Skill lead
Stra
tegi
cdi
alog
ue
o Common goal at all levelso Facilitating leadershipo Room for entrepreneurial thinking and
creativity
What does Self-Organization mean for leadership?
Larger Span of Control
From directing to facilitating leadership
More e-mail due to shorter communication lines
Coaching is now done by coaches
The teams do their performance assesment themselves
Banking for better, for generations to come
The voice of the employee
Face to face contact Adequate opportunities
80% 85%85% of employees feel they have adequate opportunities to learn and work on their development
Our employee engagement is solid at 97%
of employees think about the client when making important decisions. This is 30% up on last year.
Employee Engagement Important decisions
o The psychological safety of the individuals in our teams is higher than average after major changes!
o The business simply carries on, our NPS has gone up, commercial results are improved, Lower Costs.
We learn and adjust on key topics
Managing the work pressure
Giving feedback
Making decisions
Some employees with longer tenure find it harder to adjust
Employees who prefer directive leadership leave
Klaas AriaansManaging Director Personal Banking
Please feel free to contact me if you want more info!