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Transition is the New Status Quo 
November 2014| Maarten Molenaar & Maarten Korz
usurer (woekeraars)
farmers
6 Raiffeisen: disruptor
Rabobank as usurer (woekeraars)
new erea
new generation
new technology
32% 
2014 2020
huge organization
continuous change
…
idea
pilot boats (loodsbootjes)
MyOrder
startup bootcamp FinTech
Lean enterprise
whenever wherever
less rules
experiments
freedom
own responsibility
more intrapreneurship
orchestra
jazz band
internal hackathon
internal hackathon
zoom in
a mortgage?
a house!
the solution
rules for transparancy
no time!
first build and continuously improve
confronted by change
support the change
Think like a game-designer
snack based learning
spark curiosity
gamification: IQuest
implement like a game-designer
viral implementation
transition as a status quo
Transition is the New Status Quo

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Editor's Notes

  1. Ok, wie kent deze bedrijven, roept u maar. Wat hebben ze gelijk?
  2. 20% op de lijst is FinTech!  All of these companies entered traditional sectors and turned them upside down. It's not about one product or delivery method. It's the power of a company to displace the established incumbents in its own industry, prompting a ripple effect throughout its economic ecosystem. A true disruptor's power is seen in its effects on multiple industries—and its ability to disrupt the public giants.
  3. Laten we nu de veranderende organisatie terugbrengen tot een concreet voorbeeld.
  4. Banken geven hypotheken uit, dat is één van onze core-businesses.
  5. Maar in al die jaren zijn we misschien wel vergeten dat klanten geen hypotheek willen, maar een huis. Een hypotheek is een lastig en complex product wat wij hebben bedacht, maar de klant wil nog steeds een huis. Kunnen we dat weer terugdraaien? Kunnen we de klant helpen begrijpen wat een hypotheek is?
  6. Fame
  7. Het hypotheekdossier. Wat is het ? Hoe werkt het? Hoe helpt het de fail om te draaien?
  8. Fame
  9. Wetgeving transparante vergoedingen.
  10. Geen tijd om te implementeren, dit moest voor 1 januari 2013 staan.
  11. We hebben toen de basis live gezet en zijn dit met sprints van 1 maand gaan verbeteren. Heel gaaf want zo kunnen we continu inspelen op hoe de feedback van de klant en op basis hiervan het hypotheekdossier verbeteren.
  12. Fame
  13. Het nadeel is dat er zo’n 5000 medewerkers zijn die hierdoor continu met verandering worden geconfronteerd. Elke maand veranderingen in het hypotheekdossier, maar ook in de werkwijzen erachter en in hun rol betekent veel druk en onduidelijkheid.
  14. Fame
  15. Er moest iets komen wat hen zou ondersteunen in een continue verandering.
  16. Iquest komt voort uit gamification. Hoe zou een game-designer dit probleem oplossen?
  17. Iquest komt voort uit gamification. Hoe zou een game-designer dit probleem oplossen?
  18. Iquest: wat is het
  19. Niet alleen voor de ontwikkeling. Ook voor de implementatie. Gekeken naar het release proces van WoW.
  20. Fame
  21. Iquest is voortgekomen uit de overtuiging dat verandering geen moment is  maar een status. We hebben geaccepteerd dat deze verandering tijd kost. Verandering is het nieuwe normaal  de status quo Zodra je accepteert dat verandering iets blijvends is, kan je openstaan voor nieuwe manieren om met deze constante verandering om te gaan.
  22. Fame