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dc.contributor.authorVerweire, Kurt
dc.contributor.authorViaene, Stijn
dc.contributor.authorDe Prins, Peter
dc.date.accessioned2018-11-30T14:05:10Z
dc.date.available2018-11-30T14:05:10Z
dc.date.issued2017
dc.identifier.urihttp://hdl.handle.net/20.500.12127/6047
dc.description.abstractThis is part of a case series. We follow Erik Luts, the responsible for Direct Channels at KBC Belgium. Together with Daniel Falque, CEO of KBC Belgium, and Johan Lema, Senior General Manager Customer Support Retail & Businesses, he has been working to get KBC ready for the digital age. They are leading an organisation-wide transformation to an omni-channel and customer-centric bank and insurance group, relying on new approaches to digitisation. Although the company has made significant progress with the execution of its strategy, there are still significant hurdles to be taken. One of the major hurdles is gaining acceptance of the strategy in the branches, still the main channel of the bank in Belgium.
dc.language.isoen
dc.subjectStrategy
dc.subjectDisruptive innovation
dc.subjectChange
dc.subjectICT
dc.subjectProgram management
dc.subjectProject management
dc.subjectDigital
dc.subjectRetail banking
dc.titleKBC's digital transformation: a cultural and people change (B)
atmire.accessrights
dc.source.numberofpages10
dc.identifier.tcc317-0109-1B
dc.identifier.tcc317-0109-8 (TN)
dc.identifier.tcc317-0109-8B
dc.identifier.tcc317-0109-8C
dc.identifier.tcc317-0109-4
vlerick.casepublishertcc
vlerick.knowledgedomainStrategy
vlerick.knowledgedomainDigital Transformation
vlerick.knowledgedomainSpecial Industries : Financial Services Management
vlerick.knowledgedomainPeople Management & Leadership
vlerick.typecaseCase
vlerick.vlerickdepartmentEGS
vlerick.vlerickdepartmentTOM
vlerick.vlerickdepartmentPO
dc.identifier.vperid35930
dc.identifier.vperid76321
dc.identifier.vperid64061


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