From trouble shooting to organizing improvements: a management journey at ING by J.Smit and...
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P ris, France 16 & 17 October, 2014 Copyright © Institut Lean France 2014 Lean IT Summit ® ® From trouble shoot to organize improvement a management journey Jannes Smit & David Bogaerts ING
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This is the story of a manager who decided to focus on the customer needs and on the need for value, making sure the teams work on the right questions and not only on the speed of delivery.
Transcript of From trouble shooting to organizing improvements: a management journey at ING by J.Smit and...
P ris, France
16 & 17 October, 2014
Copyright © Institut Lean France 2014
Lean IT Summit ®®
From trouble shoot to organize
improvement a management journey
Jannes Smit & David Bogaerts
ING
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Who are we
David Bogaerts
M: +31 6 11953416
Jannes Smit
M: +31 6 50528147
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Please raise hands if you are:
• A manager
• A consultant
• An lean coach
• An IT engineer
• Something undefinable
• All above
Who are you
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ING Group
• ING is a global financial institution of Dutch origin, offering banking, investments, a variety of life insurance, non-life insurance and retirement services to meet the needs of a broad customer base
ING Bank
• With more than 63,000* employees, we serve over 32 million* private, corporate and institutional customers in over 40 countries in Europe, North America and Latin America, Asia and Australia
ING NL
• Approximately 25,000 employees serve 8.2 million private and 500,000 corporate customers
• CIO NL is responsible for maintaining and developing IT applications for ING NL
• 18,00+ employees work for CIO NL
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About ING
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2009: Lean IT starts in IT Maintenance
2010: First Agile Pilots at Internet
2011: Acceleration of Agile Roll out
*Some examples. Results differ per value chain depending on maturity
Becoming more Lean
Agile every day
150+ Lean Agile teams within CIO NL
More than 1500 people trained in Lean / Agile
People ‘touched’ by Lean Agile:
37+ % faster time to market of IT changes (with
examples of 500+ % faster!)
20+ % efficiency gain
Overall Results*:
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End 2012: experimenting with Development &
Maintenance together in one Agile team
2013: Development & Maintenance together in
one Agile Team: + 150 Lean Agile teams
A Brief History of our Journey
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0
20
40
60
80
100
120
140
Jan Feb Mrt Apr Mei Jun Jul Aug Sep Okt Nov
Cycle time of features in days
Some results on Speed… D
ays
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Release more often… N
um
ber
of re
leases p
er
week
(ave
rag
e)
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Before 2010
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Slow
9 Photo rights reserved: Flickr: Liquid and Solid DrStarbuck
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Batch
10 Photo rights reserved: Flickr: Hanjin Dallas Peter Kaminski
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Waste
11 Photo rights reserved: Flickr: Peaked Oil Azrainman
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Squeeze
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Squeeze
IT = BANK = IT
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2010: change was coming
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Something was missing
Photo rights reserved: Flickr: Crystal Baller - Renato Guerreiro
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16 16 Photo rights reserved: Flickr: merec0
We realized it is us
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Speed of our IT delivery, without service loss
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Solutions must be agile and operational excellent
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Empower teams to solve problems structurally
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Structurally closing the knowledge gap
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Team autonomy 1
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Remove technical dependencies / bottlenecks
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Team autonomy 2
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IT Mastery - automation of boring tasks
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Our management: walk the talk, feel the pain
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…Stop the line
In case of a (major) incident,
Don’t just solve it but..
Photo rights reserved: Flickr: Stop all the way - Peter Kaminski
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The Shift
Improvement Trouble shoot Daily work
Based on Takashi Tanaka, Toyota’s Management System
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It never stops
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