Concept 2: Culture Managing Cultural Change through Learning
One of ABN AMRO’s major strategies is the acquisition of Financial Institutions such as the LaSalle National Bank and the Cragin Federal Bank in the USA. ABN AMRO is an active Learning Organisation and has an aggressive program aimed to change the traditional banking culture to meet today’s challenges. "We’re going through so much change," says Director of Training Judi Davenport "that I think everybody realises we need to help people through that change... as people need new skills and knowledge, we need to be there to give it to them and not let that happen by chance" (Aggressive training key to ABN AMRO acquisition success, Undated). As part of the acquisition and restructuring process, ABN AMRO ensures that during the transition of the merger of the new staff with the old staff no one will be left behind. All staff will be given equal opportunities and will be given all the necessary training to enhance their skills and personal development in an effort to adapt effortlessly to the new culture and environment. This will ensure a smooth transition which ultimately will benefit the organisation, its employees and its customers. Change Community ABN AMRO set up a community program referred to as ‘The Change Community’ with the purpose "to live, plant and support action at ABN AMRO towards more meaningful and inspiring work/life." The community meet at regular intervals to engage in dialogue and reflection regarding issues of importance to the organisation and society such as diversity, work-life balance, bringing individual values to work and sustainable development. Together, members exchange ideas and dilemmas with the intent to support the integration of sustainable development in the organisation. This is another channel that ABN AMRO utilises in addressing its Learning Organisation objectives. (ABN AMRO Change Community, Undated) An Opportunity for Growth
ABN AMRO is always in search of reaching new heights by exploring new ways for business growth and business development. ABN AMRO has begun a new learning experience in its history. ABN AMRO in cooperation with its new consortium partners Fortis, The Royal Bank of Scotland and Sandanter, have joined their experiences to integrate and grow their businesses to their full potential. The combination of the consortium businesses together with that of ABN AMRO should result in an enhanced market presence, strengthened products and growth prospects. This should also deliver benefits to customers who will gain from the increased scale and efficiency of the businesses. "Change is underway and we are in good shape to forge ahead…" said Mark Fisher, Chairman of ABN AMRO Managing Board. This is an outstanding opportunity for ABN AMRO bringing a new challenging learning experience to the organisation. Sharing experiences with the consortium partners once again brings new knowledge and enhances the organisational culture.
ABN AMRO is clearly creating and maintaining its learning culture through the adaptation of cultural changes, through collaborative team work and through employee empowerment by focusing on employee involvement as a work/life experience.
Concept 3: Innovation & Creativity
Innovation and Creativity is a main pillar in any Learning Organisation. Innovation and Creativity will contribute towards potential increased efficiency in an organisation provided that its employees learn quickly how to adapt themselves to new technologies and innovations in an effort to position the organisation in a competitive edge.
Social and Environmental Innovative Sustainability
- A core strategy at ABN AMRO Sustained Social and Environmental causes form an integral part of ABN AMRO Social Responsibility business strategy. The bank strives to include a concern for social and environmental issues in its decision-making and encourages other businesses to create benefit in society. Through its lending practices, the bank seeks out and supports business activities that support social or environmental causes. The innovativeness of this sustainability mindset has led to numerous activities that are creating a shift in the impact of ABN AMRO on both the environment and society. "Because banks are a part of society, we want our activities to reflect the needs and problems of that society," says ABN AMRO manager Lucian Toia. ABN AMRO involves employees to practice and promote exceptional philanthropy. In 2004, over 15,000 employees were involved in various initiatives around the world such as the Akatu project in Brazil which is a program that builds environmental awareness. Through this initiative ABN AMRO as a Learning Organisation is helping employees enhance their knowledge and skills in areas which are not related to their line of business, brining new opportunities for personal development. (Sustainability a core strategy at ABN AMRO, 2006) | 
