CONTENT

INTRODUCTION CONCEPT 1: CONTINUOUS IMPROVEMENT CONCEPT 2:CULTURE CONCEPT 3: INNOVATION & CREATIVITY CONSIDERATIONS CONCLUSION

An Introduction

Netherlands' former two largest banks Algemene Bank Nederland (ABN) and Amsterdam-Rotterdam Bank (AMRO) merged to form ABN AMRO Bank in 1991.

. ABN AMRO is an international bank with roots stretching back to 1824. ABN AMRO ranks eighth in Europe and 13th in the world based on total assets. ABN AMRO is Holland’s leading bank operating over 800 offices in Holland together with 2,600 worldwide offices in 75 different countries with over 110,000 employees.

ABN AMRO serves retail, private and commercial banking customers in the Netherlands and across the globe. Along with a comprehensive range of products and services, we offer in-depth financial expertise, extensive knowledge of numerous sectors and an international network supporting our customers' domestic and international operations.

We aim to respond to the ever-changing market and, in doing so, to our customers’ ever-changing needs. Customers want a bank that acts in the context of today’s realities and is straightforward with them at all times; a bank that learns from its experiences and whose top priority is to provide the best possible service.

Concept 1: Continuous Improvement

A Learning Organisation Learning is a major priority for the organisation. Being a

dynamic and a fast growing organisation, there is the need for staff flexibility, staff mobility and staff adaptation to new technologies, practices, situations and challenges.

Learning is an investment and an ongoing process in ABN AMRO adding value both to the organisation and to its employees.

Learning

Development

programmes

Management

programmes

Leadership programm

es

JobRelated Training

E-learning E-learning is an innovative learning solution and is the

only way forward for a global Learning Organisation such as ABN AMRO where staff is deployed worldwide.

Continuous improvement is achievable through the continued upgrading of the organizational Total Quality Management practices as an ongoing learning experience.

TQM can be achieved by having a knowledgeable workforce who continuously strives for self-improvement and through personal development for the benefit of both the organisation and its employees.

Concept 2: CultureManaging Cultural Change through Learning  ABN AMRO is an active Learning Organisation and has

an aggressive program aimed to change the traditional banking culture to meet today’s challenges.

"We’re going through so much change," says Director of Training Judi Davenport means that we need to help people through that change... as people need new skills and knowledge, we need to be there to give it to them and not let that happen by chance"

Change Community

ABN AMRO set up a community program referred to as ‘The Change Community’ with the purpose "to live, plant and support action at ABN AMRO towards more meaningful and inspiring work/life.“ 

The community meet at regular intervals to engage in dialogue and reflection regarding issues of importance to the organisation and society such as diversity, work-life balance, bringing individual values to work and sustainable development.

Together, members exchange ideas and dilemmas with the intent to support the integration of sustainable development in the organisation.

An Opportunity for Growth ABN AMRO is clearly creating and maintaining its

learning culture through the adaptation of cultural changes, through collaborative team work and through employee empowerment by focusing on employee involvement as a work/life experience.

"Change is underway and we are in good shape to forge ahead…" said Mark Fisher, Chairman of ABN AMRO Managing Board.

ABN AMRO bringing a new challenging learning experience to the organisation by Sharing experiences with the consortium partners once again brings new knowledge and enhances the organisational culture

Concept 3: Innovation & Creativity

Innovation and Creativity is a main pillar in any Learning Organisation. Innovation and Creativity will contribute towards potential increased efficiency in an organisation provided that its employees learn quickly how to adapt themselves to new technologies and innovations in an effort to position the organisation in a competitive edge. 

Social and Environmental Innovative Sustainability - A core strategy at ABN AMRO

Sustained Social and Environmental causes form an integral part of ABN AMRO Social Responsibility business strategy.

The bank strives to include a concern for social and environmental issues in its decision-making and encourages other businesses to create benefit in society.

The innovativeness of this sustainability mindset has led to numerous activities that are creating a shift in the impact of ABN AMRO on both the environment and society.

"Because banks are a part of society, we want our activities to reflect the needs and problems of that society," says ABN AMRO manager Lucian Toia.

ABN AMRO involves employees to practice and promote exceptional philanthropy. In 2004, over 15,000 employees were involved in various initiatives around the world such as the Akatu project in Brazil which is a program that builds environmental awareness.

Through this initiative ABN AMRO as a Learning Organisation is helping employees enhance their knowledge and skills in areas which are not related to their line of business, brining new opportunities for personal development.

Worldwide Common Office Environment (COE) Deployment Project

ABN AMRO’s COE Wholesale Client Services business brought innovation and new practices for over 3000 Traders in the organisation with the objective of streamlining common standards across its global business. This project impacted 10 different countries being UK, US, Netherlands, France, Germany, Hong Kong, Singapore, Australia, Japan and New Zealand which are key to the ABN AMRO’s business.

The challenge was to provide user training with minimal impact on business operations and without taking the user away from their desks for long periods of time.

This task was entrusted to ILX Group which is a specialist provider of customized training and implementation solutions and services with considerable experience in the financial sector.

ILX deployed a simple and unobtrusive global solution whereby users can self train with a practical hands-on approach from their own PC through graphical step-by-step guides and simple exercises.

This was a new learning experience for the organisation taking advantage of innovative technology as a Learning Organisation process.

High-tech Training Platform - Pathlore Learning Management Solution

ABN AMRO has partnered with Pathlore to deploy a learning management solution in its organisation. This solution enables employees to analyze their training needs and to receive feedback on how to improve their performance. This solution also automates many of the employee development activities handled by a bank's training department such as the registration of employees for training and the launching of courses.

This gives the bank's training team an opportunity to concentrate more on the evaluation of the effectiveness of its programmes and to create new and strategic training initiatives rather than wasting its resources on Administrative tasks.

"The Pathlore learning management solution also handles the 'commodity activities' associated with getting people into training - things like logistics and registrations." added Pathlore CEO Steve Thomas.

Again this solution engages the organisation in innovation, creativity and continuous development as a Learning Organisation.

ABN AMRO Bank Introduces Service Innovations

The bank is investing considerably in Information Communication Technology giving the organisation a competitive edge.

“Focus 2005” is a 5 year long-term plan with the objective of redesigning the organisation for more effective customer service in an era where technological developments such as the Internet are rapidly altering service requirements.

ABN AMRO Implement Compliant Business Processes and Create a Flexible User Experience

"With this initiative and our investment in information and communications technology, ABN AMRO Bank is further developing the successful formula of the integrated multi-channel concept," says Managing Board member Mr. Rijkman Groenink, who heads the new European Division.

ABN AMRO took the decision to change ABN AMRO Trust working practices in order to create a more agile enterprise by improving its customer service.

The goal was to enable employees performing multiple tasks through a single interface together with a common customer information database.

This required an integrated approach to its technology, strategy and business processes, yet again bringing innovation and new learning challenges to the organisation.

ABN AMRO opted for an IT solution named edge Connect to reach its objectives through which it was able to standardize its processes across each jurisdiction, providing each user with a consistent way of working, regardless of location, business function or business role.

This solution ensures that the proper ABN AMRO’s KYC procedures (Know-Your-Customer checks) are followed throughout the organisation. Furthermore, this technology provides advice to employees on whether a potential client should be accepted or rejected thus enhancing the decision making process.

“We could introduce more products to the existing client base with the same staff levels because we could share information across ABN AMRO Trust as a single entity thereby removing duplication of tasks,” says Tony de Bree, former project manager, ABN AMRO Trust.

Considerations It is evident that ABN AMRO is a dynamic Learning

Organisation which is always in search of new opportunities for business growth. Living in an ever evolving environment, organisations need to be pro-active, to anticipate change, to develop new ideas and to manage resources with care. ABN AMRO recognises that its survival depends on continuous development and innovation and creativity which can only be achieved through a never ending learning experience. ABN AMRO is committed and is engaged in this Learning Organisation process and from the research carried out we can conclude that ABN AMRO is:

Building its organisation fit for human beings Creating a capacity for self-transformation Developing an entrepreneurial spirit Encouraging autonomy Encouraging innovation Ensuring employee morale and satisfaction Facilitating change and adaptation Harnessing creative energy Increasing responsibility at all levels in the organisation Making work more enjoyable and productive Mobilizing every ounce of intelligence in the workforce Producing more with less

Stimulating continuous improvement Striving for survival Switching on the brains of all employees Is in a Competitive Edge Using human talents to the full

…………………………all of which are characteristics of a Learning Organisation.

The main pillars of a Learning Organisation i.e. “Continuous Improvement”, “Culture” & “Innovation and Creativity” are a living monument in ABN AMRO Bank which contributes towards the organization's success, survival and potential future growth.

CONCLUSION

Innovation and creativity is a pillar in a Learning Organisation and it is clear that ABN AMRO is second to none. Through innovative IT solutions ABN AMRO is facilitating learning and knowledge creation throughout the organisation.

Through the deployment of innovative solutions, ABN AMRO focuses on quality, creativity and value innovation. The deployment of new service innovations also streamlines common standards across its business in an effort to fulfill global and legal obligations.

THE END