Worldwide Common Office Environment (COE) Deployment Project ABN AMRO’s COE Wholesale Client Services business brought innovation and new practices for over 3000 Traders in the organisation with the objective of streamlining common standards across its global business. This project impacted 10 different countries being UK, US, Netherlands, France, Germany, Hong Kong, Singapore, Australia, Japan and New Zealand which are key to the ABN AMRO’s business. The challenge was to provide user training with minimal impact on business operations and without taking the user away from their desks for long periods of time. This task was entrusted to ILX Group which is a specialist provider of customised training and implementation solutions and services with considerable experience in the financial sector. ILX deployed a simple and unobtrusive global solution whereby users can self train with a practical hands-on approach from their own PC through graphical step-by-step guides and simple exercises. This was a new learning experience for the organisation taking advantage of innovative technology as a Learning Organisation process. (International Learning Xchange, Undated) High-tech Training Platform - Pathlore Learning Management Solution ABN AMRO has partnered with Pathlore to deploy a learning management solution in its organisation. This solution enables employees to analyse their training needs and to receive feedback on how to improve their performance. This solution also automates many of the employee development activities handled by a bank's training department such as the registration of employees for training and the launching of courses. This gives the bank's training team an opportunity to concentrate more on the evaluation of the effectiveness of its programmes and to create new and strategic training initiatives rather than wasting its resources on Administrative tasks. "The Pathlore learning management solution also handles the 'commodity activities' associated with getting people into training - things like logistics and registrations." added Pathlore CEO Steve Thomas. (Pathlore for high-tech training platform, 2004) Again this solution engages the organisation in innovation, creativity and continuous development as a Learning Organisation. ABN AMRO Bank Introduces Service Innovations “Focus 2005” is a 5 year long-term plan with the objective of redesigning the organisation for more effective customer service in an era where technological developments such as the Internet are rapidly altering service requirements. "With this initiative and our investment in information and communications technology, ABN AMRO Bank is further developing the successful formula of the integrated multi-channel concept," says Managing Board member Mr. Rijkman Groenink, who heads the new European Division. The bank is investing considerably in Information Communication Technology giving the organisation a competitive edge. (ABN AMRO Bank Introduces Service Innovations, 2005) ABN AMRO Implement Compliant Business Processes and Create a Flexible User Experience ABN AMRO took the decision to change ABN AMRO Trust working practices in order to create a more agile enterprise by improving its customer service. The goal was to enable employees performing multiple tasks through a single interface together with a common customer information database. This required an integrated approach to its technology, strategy and business processes, yet again bringing innovation and new learning challenges to the organisation. ABN AMRO opted for an IT solution named edgeConnect to reach its objectives through which it was able to standardise its processes across each jurisdiction, providing each user with a consistent way of working, regardless of location, business function or business role. This solution ensures that the proper ABN AMRO’s KYC procedures (Know-Your-Customer checks) are followed throughout the organisation. Furthermore, this technology provides advice to employees on whether a potential client should be accepted or rejected thus enhancing the decision making process. “We could introduce more products to the existing client base with the same staff levels because we could share information across ABN AMRO Trust as a single entity thereby removing duplication of tasks,” says Tony de Bree, former project manager, ABN AMRO Trust. (ABN AMRO Implement Compliant Business Processes and Create a Flexible User Experience, 2005) Innovation and creativity is a pillar in a Learning Organisation and it is clear that ABN AMRO is second to none. Through innovative IT solutions ABN AMRO is facilitating learning and knowledge creation throughout the organisation. Through the deployment of innovative solutions, ABN AMRO focuses on quality, creativity and value innovation. The deployment of new service innovations also streamlines common standards across its business in an effort to fulfil global and legal obligations. Considerations
It is evident that ABN AMRO is a dynamic Learning Organisation which is always in search of new opportunities for business growth. Living in an ever evolving environment, organisations need to be pro-active, to anticipate change, to develop new ideas and to manage resources with care. ABN AMRO recognises that its survival depends on continuous development and innovation and creativity which can only be achieved through a never ending learning experience. ABN AMRO is committed and is engaged in this Learning Organisation process and from the research carried out we can conclude that ABN AMRO is: Building its organisation fit for human beings Creating a capacity for self-transformation Developing an entrepreneurial spirit Encouraging autonomy Encouraging innovation Ensuring employee morale and satisfaction Facilitating change and adaptation Harnessing creative energy Increasing responsibility at all levels in the organisation Making work more enjoyable and productive Mobilising every ounce of intelligence in the workforce Producing more with less Stimulating continuous improvement Striving for survival Switching on the brains of all employees Is in a Competitive Edge Using human talents to the full all of which are characteristics of a Learning Organisation.
The main pillars of a Learning Organisation i.e. “Continuous Improvement”, “Culture” & “Innovation and Creativity” are a living monument in ABN AMRO Bank which contributes towards the organisation’s success, survival and potential future growth. | 
