Jorissa Neutlings, chief digital officer at ABN AMRO, has a vision. And it’s a compelling one. She joined us on stage at our CX Summit EMEA last year and again on the CX Cast to describe her vision for the “Liquid Company” — a company that adapts instantly to customer context, removes friction, and embeds services where customers already are.

Making ABN AMRO Into A Liquid Company

Three key pillars underpin making that vision real:

  • Hyper‑personalization at the core. ABN AMRO is moving from static, product‑led interactions to dynamic, context‑aware engagement. Instead of waiting for customers to seek help, the bank uses predictive signals, behavior, and preferences to deliver timely, relevant insight, such as surfacing mortgage options the moment a customer starts exploring a property, not after they manually search for financing. By grounding every interaction in individual context, the bank ensures customers feel understood, supported, and guided rather than processed.
  • Conversational interactions that remove friction. ABN AMRO is redesigning engagement so customers can interact conversationally across chat, voice, human advisors, or embedded touchpoints. This approach means customers no longer need to interpret banking language or jump between channels to complete tasks. Instead, the bank aims to orchestrate a single, fluid conversation, stitching together data, intent, and service capabilities to make banking feel human, intuitive, and effortless.
  • Modular architecture built for speed and adaptability. To move like liquid, the organization must build like liquid. ABN AMRO is shifting towards modular service components that can plug into multiple customer journeys and ecosystems. This modularity lets the bank deploy innovations faster, embed banking capabilities into external platforms, and iterate quickly as customer behavior changes. It’s an architectural and cultural commitment to speed. Instead of re‑engineering entire systems, teams can update or swap modules without disrupting the customer experience.

Its refreshing to see a 200-year-old company embrace the lean agility of a startup. Doing this at scale isn’t easy, and its more of a leadership and culture challenge than a technology one. Listen to Jorissa explain how she’s approaching this in more detail on this week’s CX Cast.