ING Direct Spain: Managing Increasing Complexity While Offering Simplicity
Name
MIT_CISRwp390_INGDirectSpain_Mocker.pdf
Size
457.43 KB
Format
Adobe PDF
Checksum (MD5)
dbc61a21033e7a64ec00bd182afc5309
Author(s)
Mocker, Martin
Ross, Jeanne W.
Date Issued
June 3, 2013
Publisher
Cambridge, Mass.: Center for Information Systems Research, Sloan School of Management, Massachusetts Institute of Technology
Citation
Mocker, Martin and Jeanne W. Ross. “ING Direct Spain: Managing Increasing Complexity While Offering Simplicity.” Working paper 390, Center for Information Systems Research, Sloan School of Management, Massachusetts Institute of Technology, 2013. https://dspace.mit.edu/handle/1721.1/175358.
Series/Report no.
MIT Sloan School of Management Working Paper 5202-13
CISR Working Paper 390
Abstract
Originally started as a mono-line business focused purely on savings, by late 2012 ING Direct Spain was well on its way to becoming a full-service bank. To achieve that goal, the direct bank had substantially increased its portfolio of products and channels over the years. ING Direct s original business was built on providing simple, transparent, good value for money products to customers in an easy to deal with way at low cost supported by a direct model. In many ways, ING Direct Spain was still simpler than most banks. But with the growth in its product portfolio during the previous decade and the ambitious goal of becoming a full-service bank, increasing complexity seemed inevitable. ING Direct Spain was finding that it needed to decide which complexity was creating value for its customers and which wasn t. This case study describes how ING Direct Spain addresses the challenges of a growing company whose pronounced aim it is to provide customers with simple banking services.
Subjects
Designed for Digital
Innovation and Strategy
Business Complexity
Terms of Use
© Authors. All Rights Reserved. No additional permission needed for educational uses.
Persistent DSpace Link
