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Gestão de Performance (Caso ING (Mudanças na Gestão do Desempenho…

- - - - Banks becoming Tech Companies
  - - - From: Classic Functional Hierarchy
      - To: A new way of working based on self-managed teams and agile principles
    - - Postbank
        
        :check: Loyal customers base
        
        :red_cross:Out-of-date business
      - ING
        
        :check: Strong sales in business lending and advice-related services
        
        :red_cross: Few customers in the lucrative mass consumer sector
    - - Integrate two different IT systems
      - Layoff thousand of employees
      - Migration of 8,5 million customers
    - - New ways of thinking
      - Benchmark:
        
        Netflix
        
        Google
        
        Amazon
      - Not just the product, but primarily to organizational culture
  - - - Smash interdisciplinary teams
      - MVP: minimum viable product
      - Satisfy early adopters -> faster feedback flow
    - - Innovation by intention?
    - - Linking goals to business priorities
      - Investing in managers coaching skills
      - Differentiating consequencies
        
        Rewarded according to high level of contribution
    - - Ambidextery
        
        Stability
        
        Dinamism
      - Network of teams: People centered culture
        
        Rapid learning
        
        Common purpose
        
        Fast decision cicles
    - - Streamlined the processes but still slow to release new products
    - - Goal-setting approach
        
        OKR = Objectives and key results
- - - - Vincular metas aos objetivos do negócio
      - Investir nas habilidades de coaching dos líderes
      - Diferenciação e consequências para performances individuais