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Innovation in Retailbanking? The Little Light on the Left Wichert van Engelen European Retail Banking Forum Vienna, march 15th 2008
Internal hurdles ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
External hurdles ,[object Object],[object Object],[object Object],[object Object],[object Object]
Ideeen Genoeg Slagvaardig innoveren in de dienstverlening
Nine Thoughts ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
More of the same money Incremental Radical New  Business  creation Radical  innovation in current  business Continious improvements Fresh money
1% Innovation 99% Execution Grow by managing mature business efficiently and incremental improvements Invest in creating future growth engines Run and win the game Change the game
No company ever grew to greatness by cutting costs. (Jack Welch)
Target-setting Regular target-setting Targets to provoke innovation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Yet…..   Top always wants  innovation, but choses: the well-known  the short term
[object Object],[object Object],[object Object]
 
It’s not the idea, it’s the implementation
Innovate  structuraly non-structured
Funnel 50 ideas 10 pilots 5 in production
Innovation: It’s not a funnel.  It’s a dangerous journey, from idea to money along a lot of obstacles (Eddie Obeng)
 
Businesscase Businessmodel
Innovation-dial Radicality Low    High Low     High Passion Graveyard Line organisation Sandpit Golden  mountains
6948
Ships in harbour are safe. But that’s not what ships are built for. (Alan Ada)
Case-study: Our Virtual Holland
No central bank?
Monopoly-money?
Inflation?
4 levels of participation Collaborative working Imago / brand awareness Lead generation (Virtual) financial services
Fundamentals Known and familiar Easy to understand structure Friendly environment Positive alternative to ‘Amsterdam’ With partners: traffic Entrepreneurial / activities International as well as Dutch
Targets Get involved / experienced Platform for other ING activities Learn New customers Brand awareness / publicity Cooperation partners Earn money
Lessons learned (so far) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
7
www.OurVirtualHolland.com Building the future today
Reasons not to (virtual) ,[object Object],[object Object],[object Object],[object Object]
Yet ,[object Object],[object Object],[object Object],[object Object]
Core-business of a financial institute: Facilitate an economy (Even a virtual economy)
Balance
Balance
Balance
Balance
Balance
Nothing venture  Nothing win
ING

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Innovation in Retailbanking