Three parts of the Group were potentially suitable as the "next step" in rolling out the agile methodology. One was the call centre and operations responsible for daily banking in the Netherlands, a unit of about 1,700 employees based about 90 minutes' drive north of Amsterdam. While the opportunities for improvement here were large, it worked on a very different operating model, with close supervision of workers and a factory-like mentality on efciency and speed. A second area was the business banking part of ING Netherlands, which consisted of 350 people serving small and medium-sized enterprises and 700 people serving larger corporations. The services provided to these customers were obviously very different to those offered through the retail bank. The third possibility was to take the model as it was working in the Netherlands retail bank and transfer it over to the retail operations of ING in Belgium, which was one of ING's biggest markets. Schlatmann wondered: Which of these opportunities should I focus on rst, and how fast should I proceed