devopssummitkeynoteron-160630062257

7/25/2019 devopssummitkeynoteron-160630062257

1/15

Nothing beats engineering talent

the agile transformation at ING

DevOps Enterprise Summit

LondonJune 30th2016Ron van Kemenade CIO ING


2/15

Ron van Kemenade CIO ING

4

@RonvanK1965

Responsible for: All banking technology in ING

IT Staff: 10.000 (incl. externals)

In this position: Over 3 years

I find the impact that the IT has on the customer experience very motivating.

Quality of IT is more defined by skills and knowledge of people, rather thanprocess adherence.


3/15

5

ING is a global financial service provider servicing more34 million customers

Customers:

Employees (by

Market Capital

Total assets:

Income:

Underlying net


4/15

6

We empower people to stay a step ahead in life and in


5/15

Looking back to 2010 our IT would not have been able tthis strategy

7

Technology is a commodity

We have internal customers

IT is a cost center

Quality through process adherence

Lot of manual work & handovers

Multiple sourcing partners

Scattered IT landscape

Non-functionals provided by infra

Everyone

So lets give

So lets cut

CMMI rules

Lets wait for s

delivWho do I call thappe

Is there anybodyhow to

Business jusfunctio

Starting position


6/15

Coming from my blog: Proud to be IT - the Java community (June 201

IT is a beautiful profession.

Sometimes however, we get lost in governance, procedures, documcontrols and alignments. Don't get me wrong; it's all necessary, but

You simply forget IT is a great profession. How often do we really fe

get recognition for real craftsmanship?...

Instead of complaining . we pick up the challenge

Let's feel proud again, and show the organisation that IT is a great p

To spark the change we addressed the engineering cul

8


7/15

To get the fire going we set the example by creating a mobile app Dev team

9

Make people aware of the change thatneeds to happen

We started a Guerilla camp

Make the change visibleWe put the team in the midbuilding

Let the movement spreadWe allowed people to copyexperiment and learn for th

Celebrate success We organized the engineer

Join the movement yourselfWe showed up frequently awith the teams


8/15

Jan 2010 Willingness to change New IT Management team

Jun 2010 An engineering culture Google IO

Oct 2010 First scrum teams New Mobile app development

Apr 2011 Start with automated deployments Continuous Delivery (Jez Humb

Feb 2012 Platform-as-a-Services Discussion who runs productio

May 2013 First DevOps JavaOne

Sep 2014 Web scalable architecture Netflix (triggered by ING Resilien

Jun 2015 BizDevOps Spotify

Nov 2015 Professionalise IT engineering profile Dreyfus model

Our transformation journey has been marked by severmoments of truth

10


9/15

During our transformation we have faced serious challe

Capabilities

Businessinvolvement

Technology

Key questionChallenge

Significantly different knowledge andcompetencies are required

Adaptability of the workforce

How do you trai

What is the rightraining, hiring a

Not only the IT side is required to change, butalso the business side

New interaction model needs business peopleto get much more involved in IT delivery

How do you effecbusiness?

Large part of traditional applicationtechnologies are in legacy technologies withlimited support for modern tools

Where to invest icontinuous delivelegacy?

And where to mo

Transformation of

11


10/15

The paradigm throughout the journey has consisted ofcoherent elements

12

Simplify

Highly

Skilled

Enginee

Automate

We call this the Power of IT


11/15

13

We are we today?

People

Process

Technology

Rehired over 500 software engineers

Introduced standard IT engineering profile (Dreyfus)

ING IT engineers have committed code to several open source

All IT in The Netherlands, Wholesale Banking, Group Services a

is organized in DevOps teams

In other countries progress is at average on 70% Agile/Scrum

ING NL has implemented BizDevOps (Spotify)

2 fully productized CD pipelines (for Microsoft and Linux)

Cloud provisioning fully automated

IT risk processes currently being automated


12/15

We learned there are several levels of adopting change(the Psychology of Change)

14

You want to be compli

You want to proof thatthis as well

You understand the ra

Continuously guides yand choices

Source: Blog of Sal Freu

Regulated through identification3.

4. Integrated regulation

(4 states of Organismic Integration Theory - Deci & Ryan)

2.

1.

Introjected regulated behaviour

Externally regulated behaviour


13/15

Everybody fights against you

Everybody feels unhappy

Nobody wants to admit failure

Everybody wants fast success

Management wants to push the standard

So, you need to be brave

But you need to take the first

So, you need to declare it

So, you need to layout the jou

So, you need to keep the manteams to learn and experimen

This is all cool, but where do I start the transformation

29


14/15

It is a never ending story

30

There was a beginning, but there willbe no end

So, everybody is continuously lookingfor answers


15/15

Thank you!

devopssummitkeynoteron-160630062257

Documents

Transcript of devopssummitkeynoteron-160630062257