It’s about minimizing handovers and bureaucracy, and empowering people. The Quarterly: How do you define agility?īart Schlatmann: Agility is about flexibility and the ability of an organization to rapidly adapt and steer itself in a new direction. An agile way of working was the necessary means to deliver that strategy.

It’s imperative for us to provide a seamless and consistently high-quality service so that customers can start their journey through one channel and continue it through another-for example, going to a branch in person for investment advice and then calling or going online to make an actual investment. We needed to stop thinking traditionally about product marketing and start understanding customer journeys in this new omnichannel environment. Customer behavior, however, was rapidly changing in response to new digital distribution channels, and customer expectations were being shaped by digital leaders in other industries, not just banking.

In our case, when we introduced an agile way of working in June 2015, there was no particular financial imperative, since the company was performing well, and interest rates were still at a decent level. Transformation is not just moving an organization from A to B, because once you hit B, you need to move to C, and when you arrive at C, you probably have to start thinking about D. Member of the supervisory board of Interhyp Germanyīart Schlatmann: We have been on a transformation journey for around ten years now, but there can be no let up. Holds a master’s degree in economic science from Erasmus University Rotterdam Career highlightsīoard member of Bruna, Dutch Payments Association, and WestlandUtrecht Bank Born October 18, 1969, in Bloemendaal, Netherlands Education

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