Case study ING


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Client Summary: ING

Challenge: Improve organizational capabilities to be able to adopt cloud computing.

Solution: Create awareness around cloud computing and train 1,500 people to build the right competencies and skills.

Results: Workforce acquired the appropriate skills and competencies to support ING in attaining the benefits of cloud computing.

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Case study ING

  1. 1. 1Cloud ComputingCompetence DevelopmentCase StudyING
  2. 2. 2Case Study:ING Building Cloud CompetencesING’s Company ProfileING, a global financial organization:ING - banking, investments, life insurance and retirement services• 40 countries, in Europe, North America, Latin America, Asia and Australia• 85-million private, corporate and institutional customers• 107,000 employees, EUR 1,261 trillion in assetsING’s vision is to be the preferred bank for its customers. This means:• First choice for all banking and financial needs• Exceeding expectations every time, so that the customer will recommend ING to others• Trusted as the primary bank for managing the customer’s financial futureClient Summary: INGChallenge: Improve organizational capabilities to be able to adopt cloud computing.Solution: Create awareness around cloud computing and train 1,500 people to build the right competenciesand skills.Results: Workforce acquired the appropriate skills and competencies to support ING in attaining the benefitsof cloud computing.Related Information: - www.itpreneurs.comKey Takeaways:Cloud Appetite: Organizations want to start quickly, but they often forget to build cloud competenciesfirst! It’s important to understand how roles and skills will change as a result of the cloud.Cloud Journey: Getting to cloud adoption is going to be a journey and everyone needs to be involved, ITand the business. Organizations need to ensure everyone works together to get all stakeholders on board.Roadmap: Many organizations start with the cloud, without having a complete picture or roadmap. It’simportant to start planning for tomorrow’s IT, today!
  3. 3. 3ING’s IT StrategyING set out a cloud strategy that had the potential for substantial savings in cost while also providing for greatercontrol of IT infrastructure, newer technology, improved stability, and a more agile organization. However, INGunderstood that the roles of IT professionals change as a result of adopting a different concept for managing ITservices (the cloud), and that cloud has an impact on the people who work in the IT organization.In order to prepare ING’s IT organization for the future and to manage this transition successfully, ING realized that it isessential to take the people along and prepare them for the journey. ING adopted an approach whereby they skilled theirstaff to gain an understanding of the key principles of virtualization and cloud computing, ensuring that the workforce hasthe right skill set and competencies to enable the organization to support the following transformational objectives withrespect to the cloud:• Transform the competencies of the IT workforce from working in a “traditional” IT department to working in a next-generation service provider.• Achieve best-in-class cost ratio as the technology service provider of choice.• Reduce the risk and complexity inherent in a fragmented data strategy.• Virtualize to modern, future-proof platforms.• Build a cloud operating model.Cloud Implementation Project AnalysisCloud computing promises a more flexible “services” model for IT systems that puts the business unit or customer at thecenter of the process. However, this will not happen overnight because the people, processes, and technology need tosupport this change. The journey to the cloud includes making changes to the way people work, the types of skills needed inthe organization, and the relationship of the organization and its users with its IT providers. ING’s success in preparing theorganization for the cloud lies in the fact that ING did not treat the journey towards the cloud as an IT-only issue, but ratherinvolved the entire organization. For that purpose, ING initiated a large-scale awareness and education campaign around theircloud initiative. The graph below shows ING’s awareness and education program lifecycle, visually, over time.Cloud competence development program as deployed at INGTime February 2011October 2010#ofemployeesinvolvedCloudFoundationCourseBusinessSimulationSessionsExamExamMarketing/AwarenessCampaignDistribute PublicationProject LifecycleVideoMessageCIO/ICTOAwarenessCampaignVirtualizationFoundationCourseManager’s Workshop/Seminar
  4. 4. 41. Kick-Off MessageThe program was initiated with a video by the CTO. Senior management, including the Head of ING Domestic Banking, alsobacked up the program, which showed support from the business – explaining that the organization was going through along-term technology change.2. Internal CampaignAt the same time, ING initiated a number of internal marketing activities to announce the availability of the cloud (training)program. While the internal marketing campaign was underway, the workforce started with taking the appropriate training,which was provided by ITpreneurs. The training courses were integrated within the online ING learning platform, allowinglearners from various locations to take the online courses at times most convenient to them.3. TrainingEvery employee whose job role was directly affected by the cloud participated in the awareness and training program.Project managers, key business managers, and IT relationship managers participated in an Awareness program, focusingspecifically on the business need, the key concepts, and terminology.All IT professionals as well as business users with a very large impact on their roles and skills as a result of the cloudparticipated in the Cloud Competence Development Program. Those involved in the actual technology side of the cloud,participated in further specialized courses, such as the Virtualization Foundation Certification.At the time of writing, ING has trained close to 1,500 people to ensure that they are capable of supporting ING’s cloudstrategy. A diagram is included in this section, which outlines in which order the products were used, as well as the audiencesfor the courses.4. Self-Study & SimulationAn essential cloud book, containing additional reading material and case studies, was developed and offered to those whocompleted training. Finally, the virtual business simulation, “Cloud Challenge”, allowed participants to put their obtainedcloud and virtualization knowledge in practice.
  5. 5. 5Competence Development Elements:This diagram shows which target audiences have used which elements of the Cloud Competence Development Program.5. ConclusionThe complete program was rolled out over a period of several months and has contributed to a rapid understandingand acceptance of the cloud by the IT workforce and business users.To date, ING has made great progress with its cloud initiative. Building on its private cloud and preparing to explore thepublic cloud offering:• A full competence development program was offered, targeting all relevant stakeholders in the IT organization withrelevant courses. As a result, ING ensured that the competencies were available to support ING’s cloud strategy.• Increased employability: IT professionals benefited from an internationally recognized certificate that adds significantvalue to their resume and career prospects.• ING as an innovative IT organization: ING is acting at the forefront of the cloud: Providing training and certifying their ITworkforce as well as preparing them for working in the cloud, which demonstrates the thought leadership of ING in thecloud domain.Target AudienceIT Operations,IT Technical Services Specialists,IT Relationship Managers,IT Arquitects, IT Consultants,Key Business UsersCloudFoundationCloudFoundationExamBusinessSimulationKey Business UsersIT Project ManagersCloudAwarenessEveryone in ITGet Ready forCloud ComputingPublicationIT Operations, IT Technical Specialists,IT Arquitects, IT ConsultantsBusinessSimulationVirtualizationFoundationVirtualizationFoundationExam
  6. 6. 6TestimonialsName: Tony KerrisonFunction: CTO, INGStatement:“Establishment of internal cloud competences is so critical to be able to successfully leverage cloudservices — without these, and having the workforce understand them, we’ll never be able to exploit themarketplace in the right way. Rolling out a comprehensive cloud and virtualization training program,tailored to ING’s needs, is an integral part of our ambitious IT strategy.”Name: Sukhbir JasujaFunction: CEO, ITpreneursStatement:“Of course, having the opportunity to support an organization such as ING is great. But what is mostinspiring is to see such a large organization being very focused and dedicated in making sure thatbefore embarking on the cloud, the organization is ready for the cloud and that its workforce is ableto support it.”