RABOBANK
use up our allocated budget , we give it back to the organisation . We don ’ t need to use up our budget to show that we ’ re successful . But I think it would be naive to think you can just pause your innovation . I don ’ t think that ’ s an option in today ’ s world .”
Innovation is embedded in Rabobank ’ s DNA From Leurs ’ perspective , this cooperative mentality makes Rabobank ideal for outside partners to deal with – whether that ’ s startups , consultants , or innovation enthusiasts . That doesn ’ t mean that new relationships are always seamless , though . Any organisation of Rabobank ’ s size would find it difficult to integrate with young , agile entrepreneurs – particularly those that are used to moving at pace , and less experienced in dealing with a heavilyregulated industry that has internal safeguard layers , protocols , and approval procedures .
“ We have had a number of successful collaborations , but we have also had some failures around collaborating with startups , too . We always start with good intentions , but , sometimes , it can be a difficult thing to marry the small with the big .”
Leurs believes that innovation is baked into Rabobank ’ s DNA . It ’ s an integral part of the way it does business . “ I honestly think that the cooperative culture in the organisation translates into our people being willing to work with teams , to help each other get results . That , in the end , is what you need to get great innovation and great new ideas .” fintechmagazine . com 43