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, which is their strategic decision. 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: In a recent literature review, Weiser et al. (2020: 969) 2 argue that "In the past two decades, the main emphasis of strategy implementation research has moved from designing plans, structures, systems, incentives, and controls for effective strategy implementation to developing an improved understanding of the adaptive dynamics of strategy implementation." Acknowledging this "adaptive turn", discuss and analyze the role of implementation models in supporting the implementation of the strategic decision. 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. Management by objectives and the Balanced scorecard: Will Rome fall again? Management Decision 36(6), 363-369. Friesl M, Stensaker I, Colman HL. 2021. Strategy implementation: Taking stock and moving forward. Long Range Planning, 54(4): 102064. Neilson GL, Martin KL, Powers E. 2008. The secrets to successful strategy execution, Harvard Business Review 86(6): 60-70. Weiser, A. K., Jarzabkowski, P., & Laamanen, T. (2020). Completing the adaptive turn: An integrative view of strategy implementation. Academy of Management Annals, 14(2), 969- 1031. Eisenhardt KM, Zbaracki MJ. 1992. Strategic decision making. Strategic Management Journal 13: 17-37. Larsen MM, Manning S, Pedersen T. 2013. Uncovering the Hidden Costs of Offshoring: The Interplay of Complexity, Design Orientation and Experience. Strategic Management Journal 34, 533-552. Leonardi PM. 2015. Materializing strategy: The blurry line between strategy formulation and strategy implementation. British Journal of Management 26: 27-21. Simon HA. 1993. Strategy and organizational evolution. Strategic Management Journal 14: 131-142. Dunning JH. 2000. The eclectic paradigm as an envelope for economic and business theories of MNE activity. International Business Review 9(1): 163-90. Ghemawat P. 2001. Distance Still Matters - The Hard Reality of Global Expansion. Harvard Business Review 7(8): 137-147. Roth K, Morrison AJ. 1992. Implementing Global Strategy: Characteristics of global subsidiary mandates. Journal of International Business Studies 23(4): 715-735. Daft RL, Sormunen J, Parks D. 1988. Chief executive scanning, environmental characteristics, and company performance: An empirical study. Strategic Management Journal 9(2): 123-139. Milliken, F.J. 1987. Three Types of Perceived Uncertainty About the Environment: State, Effect, and Response Uncertainty. Academy of Management Review, 12(1): 133-143. Schoemaker, P.J.H. 1993. Multiple Scenario Development: Its Conceptual and Behavioral Foundation. Strategic Management Journal, 14(3): 193-213. Hitt, M. A., Ireland, R. D., Sirmon, D. G. & Trahms, C. A. 2011. Strategic entrepreneurship: creating value for individuals, organizations, and society. Academy of Management Perspectives, 25(2), 57-75. Baker, T. & Nelson, R. E. 2005. Creating something from nothing: Resource construction through entrepreneurial bricolage. Administrative Science Quarterly, 50(3), 329-366. Sarasvathy, S.D. 2001. Causation and Effectuation: Toward a Theoretical Shift from Economic Inevitability to Entrepreneurial Contingency. Academy of Management Review, 26, 243-263. Langevang, T. & Namatovu, R. 2019. Social bricolage in the aftermath of war. Entrepreneurship & Regional Development, 31(9-10), 785-805. Campbell, A., Goold, M., & Alexander, M. (1995): Corporate strategy: The quest for parenting advantage. Harvard business review, 73(2), 120-132. Goold, M., & Campbell, A. (1998): Desperately seeking synergy. Harvard Business Review, 76(5), 131-143. Kostova, T., Nell, P. C., & Hoenen, A. K. (2016). Understanding Agency Problems in Headquarters-Subsidiary Relationships in Multinational Corporations: A contextualized Model. Journal of Management. Nell, P. C.; Pedersen, T.; Foss, N. J. (2023). How a Climate of Headquarters Intervention Shapes Subunit Strategy Implementation. Working Paper (will be uploaded on Canvas). Bouquet, C., Barsoux, J. L., & Levy, O. (2015). The perils of attention from headquarters. MIT Sloan Management Review, 56(2), 16. Bouquet, C., Birkinshaw, J., & Barsoux, J. L. (2015). Fighting the" headquarters knows best" syndrome. MIT Sloan Management Review, 57(2), 58-66. Kostova, T., & Roth, K. (2002). Adoption of an organizational practice by subsidiaries of multinational corporations: Institutional and relational effects. Academy of management journal, 45(1), 215-233. Ling, Yan, Steven W. Floyd, and David C. Baldridge. "Toward a model of issue-selling by subsidiary managers in multinational organizations." Journal of international business studies (2005): 637-654. Beer M, Eisenstat RA. 2000. The silent killers of strategy implementation and learning. Sloan Management Review, Summer: 29-40. Bower JL, Gilbert CG. 2007. How managers' everyday decisions create or destroy your company's strategy. Harvard Business Review 85(2): 72-79. Gillen, D. 2000. The leadership of learning. In: Flood P, Dromgoole T, Carroll S, Gorman L. Managing Strategy Implementation. Blackwell Business, Oxford, UK. Chapter 10 (the chapter will be uploaded on CBS Canvas). Prahalad CK, Bettis R. 1986. The dominant logic: a new linkage between diversity and performance. Strategic Management Journal 7(6): 485-502.