r For the past 100 years, the Dutch cooperative banking movement has followed an unparalleled and comprehensive system of decision-making. All major policy I and strategy developments are debated, discussed, fine- tuned and ultimately ratified by decision-making bodies at every level in the organization - from grassroots to executive. If this process seems at times lengthy and slow, its primary advantage is that once a decision has been reached or a strategy defined, it can count on support from the whole organization. Most recently, Rabobank International and its development was on the so-called 'central delegates assembly' agenda. We look at the structure, how decisions are made and who makes them. Close to the customer M ooperative organizations B are noted for their ^■•lengthy and even cumbersome consultative processes. In today's business environment, these may seent an outmoded and even inappropriate allocation of time and resources. But the day-to-day reality of decision- making in our own organization proves different. Rabobank in the Netherlands, that fine-meshed domestic network of member banks, has built the triple-A rating for the rest of us. In the years preceding the centenary, it has also re-examined the relevance of the cooperative system for the millennium. The results of these deliberations is that the decision-making processes currently in place are just as relevant, specifically now that a revitalized customer focus moves firmly back to the forefront of our activities and efforts. The reason is simple. Through member participation of the local, regional and central assemblies, the cliënt gets to speak directly to the policy and strategy building boards. This is a unique element in our policy making. From the floor of this chain of consultative bodies (see centre spread), probing and penetrating questions are asked in an unparalleled confrontation between the highest and the local echelons of the bank. 'Usually,' says Henk Biemond, director of local member bank Badhoevedorp, 'there is a fat, protective layer between top management and people on the line. In that sense, our organization is truly unique. Essentially, we've cut out the middlemen and we talk directly to the board.' His colleague Henk van Lubek of Rabobank Dalfsen- Lemelerveld agrees. 'In the Netherlands, the local banks (continued on page 10)

Rabobank Bronnenarchief

blad 'What's news' (EN) | 1998 | | pagina 7