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Case Study: ABN AMRO’s commitment to integrated thinking transforms business model and strategy

Posted 25 September, 2020

The <IR> Business Network’s Integrated Thinking & Strategy Group publishes its latest case study on integrated thinking in action from ABN AMRO.

One of the Netherland’s leading banks has been engaging with integrated thinking and shaping their business model and strategy through it since 2014.

ABN AMRO identified the importance of a value creation strategy, which focuses on financial and pre/non-financial drivers that affect and are affected by the bank, such as manufactured, human and intellectual.

By creating a Corporate Integrated Thinking Community within their organisation, ABN AMRO has created a more collaborative culture and transparent reporting. This has in turn has led to an increased focus on their clients and stakeholders, ultimately fulfilling the bank’s purpose of creating ‘Better Banking, for Generations to Come’.

This approach is especially relevant with the implications of Covid-19. Similarly, reassessing their process every two years ensures a renewed focus on creating value over the short, medium and long term.

Click here to read the case study in full and find out more about ABN AMRO’s motivations, approach and success in reaching their purpose.

The <IR> Business Network’s Integrated Thinking & Strategy Group series of case studies examine how integrated thinking has been embedded within international organisations from diverse sectors. The interviews conducted with key stakeholders identifies each organisation’s motivations, how integrated thinking has helped shape and deploy the organisation’s strategy, and what the benefits have been.