ING DIRECT USA: Facing the Future
As of 2010, ING DIRECT USA has had a successful first decade, having grown into one of the largest U.S. banks with $90 billion in assets. It has developed an innovative culture and a unique approach to banking, and has a strong brand name. As a result of a regulatory requirement in the Netherlands, ING Group is required to divest ING DIRECT USA by 2013. The chairman, president, and chief executive officer is reviewing his organization and thinking about what challenges the firm will face in the future.
Collection: Ivey Business School (Canada)
Ref: IVEY-9B10M090-E
Format: PDF
Number of pages: 32
Publication Date: Jan 27, 2011
Language: English
What material is included in this case:
Description
As of 2010, ING DIRECT USA has had a successful first decade, having grown into one of the largest U.S. banks with $90 billion in assets. It has developed an innovative culture and a unique approach to banking, and has a strong brand name. As a result of a regulatory requirement in the Netherlands, ING Group is required to divest ING DIRECT USA by 2013. The chairman, president, and chief executive officer is reviewing his organization and thinking about what challenges the firm will face in the future.
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Year: 2010
Geographic Setting: United States
Industry Setting: Finance and Insurance;
Learning Objective
This is a cross-enterprise leadership case. Students can see how ING DIRECT USA has built up each component of its value chain to be consistent with its stated objectives. In the latter part of the class, students can debate whether the organization needs to modify its practices and how it should continue to grow.
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