ING Bank is a Dutch financial institution. ING is the largest retail bank in the Netherlands, with over 9 million customers. ING IT has always been considered a leading edge innovator, being the first to introduce ATMs and internet banking. But our growth increased our bureaucracy, making the lead time to market longer and longer, in a time when market conditions demanded shorter lead times.
After adopting Agile/Scrum as our development methodology, we made the transition to full DevOps cooperation to complete the feedback circle. And let development and operations take joint responsibility for production, together with a representative of the business in the form of a Product Owner.
The next step we are about to take is to transform our entire organization into tribes, chapters, and squads, with chapter leads (both business and IT) backed up by Agile coaches. Business and IT are now very close to each other. How will they cooperate?
For those unfamiliar with the model known from Spotify:
A squad is end-to-end responsible for concrete client-related missions. Squads are multidisciplinary autonomous teams. All missions of all squads put together will realize the overall mission of ING DB NL. The expertise of individual squad members is managed by chapters. A tribe is end-to-end responsible for services, consisting of a number of related squads. The organization model will evolve over time depending on the needs of that time.
This is the well-known Spotify model, but will it also work in a bank? Be aware that this is a different industry, with different demands by regulators and a different kind of employee. At the moment (starting at the end of April) we are implementing this model. In a few months we will be able to share the first results with you in this talk.
Ingrid Algra is an effective team leader who has built, guided and developed team members to become high performing teams to achieve objectives ahead of schedule and under budget. She has more than 15 years of experience in IT environments, with focus on maintenance and IT operations, delivery of new functionality, the Dev/Ops way of working, project management, change management, outsourcing, and supplier management. Ingrid is an effective communicator able to develop strong relationships with internal and external stakeholders, building consensus across multiple organizational levels. She is always looking at opportunities to continuously improve business processes with IT solutions. She oversees complexity and strives for simplicity, and has strong interpersonal and analytical skills.
Jan-Joost Bouwman started his career in IT as a tester/designer in the voice response industry, becoming one of the leading dialogue designers of the Netherlands. He switched to service management when he joined ING, riding the wave of ITIL implementation to become change manager and finally process owner service management for DB/CIO. In that last capacity he has been one of the DevOps evangelists within ING, running an internal community dedicated to sharing knowledge over hundreds of teams. He facilitates his DevOps colleagues with a more Agile approach to the traditional ITIL service management processes, while trying to automate as much as possible. Jan-Joist has spoken on the DevOps transition within ING at several DevOps conferences. In his spare time he enjoys birdwatching, travel, and cooking.
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