faculteit: "FEB" en publicatiejaar: "2006"
| Auteur||R. Bergsma|
|Titel||The difficulties and advantages of changing corporate culture : a case study at ING Group and Nationale-Nederlanden.|
|Begeleiders||W. L. Buitelaar, E. Dirksen|
|Faculteit||Faculteit Economie en Bedrijfskunde|
|Samenvatting||The aim of this thesis is determining to what extent the implemented change of corporate culture within the Dutch organization ING Group has had the desired effect. Initially the relevant research is studied. Corporate culture consists of practices and values, of which the values are often difficult to change. Perspectives on the possibility of changing culture differ, and the difficulties become apparent. Thorough planning and a sufficient time frame are necessary to limit unintended consequences and provide the biggest chance for success. |
ING decided to change its culture to a performance culture, primarily to improve financial performance, customer satisfaction and of course the corporate culture. Interviews at the top of ING and throughout Nationale-Nederlanden provide the main source of information. Changes in the strategy, structure, systems and staff were the initial steps towards a performance culture.
The thesis further focuses on Nationale-Nederlanden, which was having its share of problems with results, customer satisfaction and culture and was therefore an interesting subject. Drastic measures were undertaken, including outsourcing parts and firing 1,000 employees. This has created a survival culture among employees, where low job security has led to fear of standing out or making mistakes. Simultaneously, management is trying to implement a performance culture of transparency, execution and proper rewards for achievements. While management tries to improve communication, the current situation of job insecurity among employees and the resulting survival culture is hindering progress.
The results show the difficulties involved in changing the corporate culture at a large organization. The process must be taken seriously and a realistic time frame is necessary. The results at ING have shown that progress is indeed being made, as ING has outperformed the market and competitors since the start of the culture change program.
|Soort document|| scriptie master|
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