For an exam in the course "Managing strategy implementation in the modern corporation" we have to choose a case organization to analyze in terms of a strategic decision they made. I have chosen the Harvard case "ING Bank: Creating an agile organisation" by Julian Birkinshaw and Scott Duncan. This is the summary of the case: Set in 2016, this case describes ING Bank's implementation of a radical new way of working using agile principles. ING's agile way of working has been written up in Harvard Business Review, Sloan Management Review and McKinsey Quarterly. This case provides a detailed account of how the new structure was developed and implemented. The case describes the process of change in ING Bank, from the aftermath of the global financial crisis to 2016. It provides background information on two change initiatives (Tango and Less is More) that simplified and rationalised the bank's activities, then it provides a detailed account of the major transformation that became known as RIO ("Redesign into Omnichannel"). It focuses on the choices made by Bart Schlatmann, COO of the Netherlands business, and his team - to pursue an omnichannel strategy (i.e. where all channels to market are linked together and managed seamlessly) and to build an organisation to support this strategy that drew inspiration from digital companies such as Google, Facebook and Amazon. Then we have to answer this question: Describe and analyze a specific strategic decision in the chosen organization. Based on this discussion, critically assess what a successful implementation of that strategic decision implies. Can you help me answer this question? Please use the relevant readings out of these ones from the course outline: Dinesh D, Palmer E. 1998. 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