ING has fixed its talent management structure specifically to cater to the present business needs. Instead of the traditional command- and- control hierarchical style, the company has introduced an agile system, with no fixed structures. The team is headed by a Tribe Lead. A tribe typically includes here around one- hundred and fifty people. There are agile coaches taking care of the mentoring and corporate training part here. Within a tribe, are squads which generally have about nine people, headed by a product owner. For specific projects, chapters are created, to execute group tasks. The chapter lead is temporarily appointed under it.

Source:https://www.mckinsey.com/industries/financial-services/our-insights/ings-agile-transformation?cid=other-eml-ttn-mkq-mck-oth-1712

Uploaded Date:30 July 2019