ING reviews

Static, similar tasks, office, no cross team work

Little ambition with a large part of the workforce. I have a feeling that since remote work became the norm, most people don't work the 36 hours that they are contractually obliged anymore. As with many organizations of this size, especially in a sr. Management role, more than half your time is spend on managing the internal environment. Instead of the external environment. There is a strong believe that moving all roles to Manilla somehow improves the profit and loss statement. The benefits are always overstated, the true costs understated. Targets are not set on actually reducing costs; but on moving work to other countries. As a result we see in a lot of places that costs are increasing because of the outsourcing; yet sr. Management reports to the board that everything is going well (offsetting the increased costs, by cutting elsewhere). ING was the first bank to transition to a true agile organization, where a lot of power and mandate was put low in the organization. Over the last three years this has almost completely been reverted. While there are still squads and product teams, these only work now on whatever the boards come up with. As a result you see that the pace of innovation is slowing down.