ABSTRACT
This chapter investigates the extent to which ING Group has moved beyond values as written in their Orange Code and their ING Diversity Manifesto to the values being embedded by employees. It argues that a virtuous spiral set by tone at the top encouraged, and empowered, a committed change agent in the organisation to develop and expand education programs oriented to transforming the gender paradigm of the Group. The spiral begins with statements of intent by senior executives that are taken on board by one or more change agents who take action on these statements. This results in the change agent(s) influencing peers and subordinates who then internalize these values themselves. Survey research conducted among participants and non-participants provided evidence of the virtuous spiral. After a total of eight programs or workshops, the evidence finds that respondents are positive about diversity practices at ING. The core proposition of the chapter is that committed change agents can play a key transformative role if the tone at the top is appropriate, and if sponsors come to the fore with the needed emotional and financial resources. Virtuous spirals, such as the one illustrated in the chapter, offer interesting insight as to how values and behaviours can be influenced over time through a development agenda, and thereby position enterprises to better practice the principles of the UN Global Compact.
