Digitalisation and new entrants to the financial market are making it increasingly difficult to keep Rabobank’s operational model future-proof.
Rabobank Group’s operational model is more than one hundred years old. It is carried out at regional and local level by some ninety local Rabobanks in the country. Within this model, the members and clients of the bank take center stage and the voice of the client is heard by representatives of all target groups.
In recent years, the number of bank branches and employees has shrunk sharply. Nevertheless, it is more important than ever to understand the signal that potential customers are sending and translate them into valuable projects for the local Rabobank communities. Rabobank’s question was: What is the best way to organize that? And how do we adapt our organisation?
Assemble a team of motivated squad members at a local Rabobank. Teach them to work agile as a team. Work out the most relevant project plans with the team in a multidisciplinary and project-based way in sprints.
In close collaboration with a local Rabobank, we developed and tested an agile training program in a time frame of six months. The employees were developed to capable squad members who were able to tackle new projects in an agile manner, i.e. multidisciplinary and project-based, using new methodologies and tools.
Impact after 12 months
One year after the start in 2019, we measured the impact of the program on the basis of previously set targets. In comparison with the situation before the Pawlik program, we found these results:
These results show that when you develop not only hard skills but also soft skills in a program, you can implement a new way of working quickly and with results.
“I’ve learned to enable people by letting them do what they’re good at, and to put this into a nice structure based on the Agile concept.”
Carola Geerts – Manager DBZ Rabobank Tilburg e.o.