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
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