s
ORGANIGRAM
International options
Nextstep
There are two issues here. One is that
the Rabobank Group will not restrict its
future to the consolidation of its current
domestic position. That implies interna-
tionalization. A second issue is that
Rabobank wants to determine its own
future. Dependency on mergers or ac-
quisitions is not an option, unless
Rabobank dictates the terms and retains
its ability to remain independent to op-
erate on international money and capi-
tal markets. So, if the cooperative goal is
continuity, how do you achieve it?
According to Dekker, this opens up
opportunities for Rl to play a mature
role in the Group's future. 'International
developtnent has to be regarded as an
inevitable strategie direction. The key
question is: what form should that
international presente take?'
It is not realistic to believe that
Rabobank could replieate its domestic
market dominance, built over more than
a eentury, in other countries. I.ogically
and in recognition of that reality,
Rabobank thus opted to internationalize
through wholesale. Equally logically,
this entry into the international playing
field was most effectively and efficiently
done through seeking a niche. A sensible
organization will look to its core
strengths when looking at niche options.
International retail, as pursued in the
domestic market, was not an option.
F&A was. So, a wholesale approach,
focusing on F&A, was the only feasible
first step. But what is next?
Rl S MANAGING BOARD - WHO IS RESPONSIBLE FOR WHAT
Rik van Slingelandt
Wouter Kolff
Ralf Dekker
Sipko Schat
Australia
Asia
Europe
Netherlands
Americas
Financial Markets
F&A Products
TMI
Compliance
Equity
Control
HR
Communication
Administration
Risk
SAM
BIS II
Corporate Finance
6 I Rl The Word I