DESIGN TO DISRUPT

The issues ING was faced with were huge and many: how
do you guide people in this transition? How do you train
them, and how do you attract new talent? And how do
you sell this policy inside the organization? Even the relationship
with suppliers has changed: instead of large
SLAs with releases of six to twelve months, ING now has
many smaller and far more frequent releases, 100 percent
availability and co-sourcing. And where the distance
between business and IT was fairly large initially, the
commercial stakeholders are now directly involved in
prioritizing and defining the Minimum Viable Products.
In the progression from Scrum to DevOps, the step has
been made to really make the business a part of the
squads and cooperate even more closely. For ING this
meant a major transition, but not an optional one. Or, in
the words of Henk Kolk, chief architect of ING: speed =
market share and 'software is eating the world’. Kolk is
convinced that existing firms have no future if they do
not step up and drop the old dogmas.
The video ‘Agile way of working at ING Netherlands’ can be
viewed on YouTube, https://www.youtube.com/
watch?v=NcB0ZKWAPA0
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