Introduction International Netherlands Group (ING) is one of the world leading providers of banking and insurance products. Although ING was very profitable in the Asia/Pacific markets, the CEO noticed a lack of communication between the countries. This paper will analyze the current structure of ING then provide different options in changing the current culture of ING.
Analyzing ING’s Current Structure ING’s current organizational structure for the Asian market is unsystematic. A Chain of command was in place, but did not meet the needs of the organization. For example, “the IT manager in Thailand reported to the Thailand country manager, not to the regional IT manager” (Schotter, A., 2006). During off-site meetings Jacques Kemp, the chief executive officer (CEO) of ING, received consistent feedback about the operations in Asia/Pacific. The consensus was each country did not communicate effectively together and there was no clear operational structure. There were also no clear mission statements. Because of this there was a significant lack of understanding between business components.
Changing the Current Structure As CEO of ING, the first change I would make is changing the current organizational structure by establishing a new organizational chart. I would recommend the geographical departmentalization model which groups jobs according to geographic region (Robbins & Coulter, 2012, p.267). The pluses to this model include: more effective and efficient handling of specific regional issues that arise and serves the needs of unique geographic markets better, with the negatives being duplication of functions and can feel isolated from other organizational areas (p. 267). In order to offset the negatives, revamping or consolidating positions or departments would assist in creating better communication between the Asia/Pacific divisions. Another change would include establishing mission statements for the Asia/ Pacific organizations. The current mission statement for the organization as a whole is:
“ING’s mission is to set the standard in helping our customers manage their financial future. ING aims to deliver financial products and services in the way that our customers want them delivered: with exemplary service, convenience and at competitive prices” (ING.com, 2012).

The need for a mission statement for each specific country is greatly needed as well as a statement for each department. Providing employees with a clear mission statement will set the standard for how business is conducted for that specific country. Finally, creating an organic organization which is a more highly adaptive and flexible organization according to Robbins & Coulter (p. 275).With the organic structure, the different departments, such as the IT department from Hong Kong could confer with the IT department in India with any questions it may have instead of having to ask someone in the direct chain of command that lack the necessary expertise. This will ensure ING is providing the customer with the most up to date products and services.
Conclusion
Consumers are the most vital part to any business. Even when the business is thriving, changes can be made to make it even more profitable and comprehensible. By analyzing ING’s current organizational structure, I was able to recommend the geographically departmentalization, developing clear mission statements and creating an organic organization. These three changes will provide the ING with the tools needed for creating an organization that will continue to succeed. References
ING.com. (2012). Mission Statement. Retrieved June 3, 2012 from: http://www.ing.com/Our-Company/About-us/Mission-Strategy.htm
Robbins, S., & Coulter, M. (2011). Management. (11 ed.). Upper Saddle River, NJ: Prentice Hall.
Schotter, A.(2006). ING Insurance Asia/ Pacific. Ontario, Canada: Richard Ivey School of Business (Case Study 9B06M083).