organization
millenium update
International changes
Important development
Turning point
Best years
Y2K end-user computing
Candid research
What'sNewS Issue 3' March 1999 5
The creation of a cluster of subsidiaries,
ineluding a domestic private bank and
vendor finance specialists De Lage
Landen, was also in Iine with similar
shake outs in the Dutch financial services
industry following deregulation. Arguably,
and Wijffels confirms this, the most
fundamental change for the exclusively
and successfully domestic Rabobank was
the process of internationalization which
began just as Wijffels joined the bank.
'When 1 arrived,' he recalls, 'the bank had
just opened the New York office. It was a
small operation, but it was the start of
one of the most radical moves in our
history.' In the early years of his tenure,
Rabobank funded all its operations in the
domestic market. 'Funds entrusted and
surplus requirements from the Dutch
capital market supplied our needs. All
that has changed. More and more, we
H.M. Queen Beatrix of the Netherlands and Herman
Wijffels at our centenary celebration
have called on global capital markets.
That means a change in, say, Japan, or
Southeast Asia suddenly had relevance for
our operations.'
While the organization slowly began to
digest the implications of following what
had always appeared a relatively straight-
forward strategy of anticipating customer
needs, the international network
continued its rapid growth. 'In 19811
Wijffels says, 'there wasn't a really clear
strategie plan. We believed it was
important for us to internationalize
because we were seeing the first signs of
growing internationalization, or at least
growing cross-border activity in our
customers. There was a "sense" that we
needed to follow them. But how we
should do that was still in embryo. I was
fortunate to be in at the start of
internationalization and was able to
contrihute to that development. In my
view, this has been one of the most
important developments during my time
with Rabobank.'
He leaves the bank at a time when we
are on the threshold of a new
development - Europe. 'I think I joined
the bank at a turning point in its
development,' he reflects. '1 think I'm
leaving at a time when the organization
is again confronting a new phase in its
evolution. That is not why I am going.
Rather, I think this is a logical time to
hand over to others.' The SER
appointment he takes on formally on 15
March 1999 is very prestigious.
Coupled to the chairmanship of the
Dutch organization for preserving
the country's natural heritage,
Wijffels feels he will be able to
exercise both his not insignificant
theoretic and reflective capacities
and his passion for sustainable
development. He also hopes to
reduce his normal 80-hour week to
a more manageable 50. 'I may even
do some cooking,' he smiles.
But even though his departure is
wholly his own decision - the hand-
over to Hans Smits has gone very
smoothly and has been enjoyed by
both men - Herman Wijffels will
always consider his time at
Rabobank as the most creative and
productive period of his career. 'The
best years of my life are inextricably
linked to Rabobank,' he says. 'I
have been shaped by this house,
especially by the management
relationships which exist in a cooperative
organization. I've feit at home here and
I've had fun here. And that has
everything to do with the people who
forrn this organization. I think that is
what I will miss most of all. What 1 have
learnt at Rabobank is that if you are
always yourself, if you always do the
very hest you can, and if you encourage
and create an environment where others
can do the same, then you can do great
things with an organization.' For this
particular organization, Herman Wijffels'
pragmatic and honest philosophy
appears to have worked.
'What will happen to my spreadsheet?
Will it still be functioning in the year
2000?' You may well ask. The
question, which delves into the very
mechanics of end-user applications, is
one the millennium program team has
identified and is currently working on.
Indeed, it is not only spreadsheets that
may not be functioning after year's
end, the same problem may also apply
to other applications - such as those
developed with MS Access. As
millennium program team member
Arie Kamphuis, whose specialization is
end-user computing continues,
'although applications seem small, they
are often important. For them not to
function can have a big impact on the
efficiency of day to day work. Because
individuals can create their own
spreadsheets, which can then be
changed as often as is desired, a
Standard Y2K-bug solution is in this
case not applicable.' Which is why
millennium program team consuitants
are currently working on Standard
guidelines enabling users to test their
own applications. Once available, they
will be sent to millennium coördi
nators. If you expect problems with
personal applications, contact your
local millennium coördinator who is
responsible for end-user support witbin
your office.
An in-depth study of the effects of the
millennium bug has been produced by
our economie research department.
The report reflects, among other
things, on the predicted impact Y2K
may have on financial markets. The
candid study isolates three issues to be
aware of during Y2K preparation.
Firstly, all IT systems should be tested
in the run up to 2000. Secondly,
preparpation is advised for hoarding
(stock build-up) by both companies
and consumers. And, iastly,
speculation and repricing should be
foreseen. The study also breaks down
sectors, industries and countries into
predicted percentages of critical
system failures. For copies or other
information, contact the millennium
program team helpdesk on tel. +31 30
216 6888 or e-mail:
fm.global.millennium infodesk.
