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Engineers are the bankers of the future

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Ron van Kemenade, CIO ING, gave a keynote speech during the IT-strategy days in Hamburg on February 22, 2018. Theme of the keynote is innovation and how to implement it in bigger IT organisations. Keynote topic is: Engineers are the bankers of the future. How we are transforming our bank globally.

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Engineers are the bankers of the future

  1. 1. Engineers are the bankers of the future Ron van Kemenade, CIO ING Bank How we are transforming our bank globally Hamburg, February 22nd , 2018
  2. 2. 2 ING and our strategy Our transformation in technology How do we scale globally What makes us proud
  3. 3. 3 ING serves over 37 million individual customers in >40 countries Growth markets Wholesale Banking Market leaders Benelux Challengers Customers (2017FY): 37,4m Employees (by headcount): >51.000 Market Capitalization (2017FY): € 60 bn Total assets (2017FY): € 846 bn Income (2017FY): € 17,7bn Underlying net profit (2017FY): € 4,9bn
  4. 4. Our Think Forward strategy continues to improve customer experience and drives commercial growth 4
  5. 5. 5 Empowering people to stay a step ahead in life and in business Connecting opportunities We seamlessly connect our customers to seize opportunities – across borders, value chains, and industries - to solutions offered by ourselves or our third-party partners Clear & Easy We reduce complexity in products, processes and services, empowering our customers so they can spend time on what matters most to them Anytime, Anywhere We provide the go-to place for all financial needs, and we will be present on other platforms to be where our customers need us to be Empowering We provide the complete financial picture across all institutions, allowing our customers and clients to see the financial impact to guide key decisions Keep getting better We keep looking for new ways to make things better. New ideas. New solutions. New ways to make things easier, to keep improving the customer experience Our future: an ecosystem that extends beyond banking
  6. 6. …and is connected to the ecosystems of others ? ? ? ? Love brand 6
  7. 7. Converging by clustering similar businesses
  8. 8. 8 ING and our strategy Our transformation in technology How do we scale globally What makes us proud
  9. 9. We started this transformation in the Netherlands in 2010 9 Coming from my blog: Proud to be IT - the Java community (June 2010) • “IT is a beautiful profession….” • “Sometimes however, we get lost in governance, procedures, documents, controls 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 feel proud and 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 profession!”
  10. 10. 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 Humble; David Farley) Feb 2012 Platform-as-a-Service Discussion “who runs production?” May 2013 First DevOps JavaOne Sep 2014 Web scalable architecture Netflix (triggered by ING Resilience issues) Jun 2015 BizDevOps Spotify Nov 2015 Professionalise IT engineering profile Dreyfus model Jan 2017 Global Tribe Model Contribute to a global purpose The transformation journey of ING has been marked by several moments of truth 10
  11. 11. • Agile principles and practices • DevOps • Continuous delivery We adjusted our Way-of-Working to an increased pace of change in our environment 11
  12. 12. We build and nourish an engineering culture to attract and retain the best engineers 12 *) Dreyfus model of skill acquisition - Stuart and Hubert Dreyfus (1980); research at the University of California, Berkeley • We adopt practices and technologies proven by technology companies • We endorse, adopt and contribute to open source technologies • We organize bootcamps and hackathons in multiple countries • We easily adopt market standards and give room to spike on innovation and improvement • We have an engineering profile based on the Dreyfus* model to grow and reward craftsmanship
  13. 13. A digital strategy only works with (real-time) data 13 That is why we invest in: Globally connected Data Lakes to retain data lineage with one ING Esperanto to harmonize different data models with underlying technologies to handle massive sets of data and have built streaming data processing to capture and process events in real-time to use advanced data analytics to support multiple domains (e.g. marketing, fraud, security)
  14. 14. 14 Business applications Middleware Operating System Hardware Products x Domains x Countries HW OS MW BA HW OS MW BA HW OS MW BA HW OS MW BA HW OS MW BA HW OS MW BA … From local and separate systems which we use in products, domains and countries … …to one business proposition and one technology platform to increase speed, scale and openness We simplify our technology landscape to optimize for customer value HW OS MW BA HW OS MW BA HW OS MW BA HW OS MW BA HW OS MW BA HW OS MW BA … HW OS MW BA HW OS MW BA HW OS MW BA HW OS MW BA HW OS MW BA HW OS MW BA … Engineeringplatform APIs APIs Infrastructure platform Application building blocks
  15. 15. 15 ING and our strategy Our transformation in technology How do we scale globally What makes us proud
  16. 16. What is the opportunity of scale? 16 • Customer expectations • Commoditization • Standardization • Availability of talent • Concentration and contribution • Organization Scale of market reach Scale of skills
  17. 17. Challenges to become globally scalable 17 historically different processes, practices and technologies create impediments to collaboration Mindset “we are different” and “not invented here” Behavior Formal systems & processes Skills & competencies quickly start local (instead of contribute to global) different role descriptions and different sourcing strategies
  18. 18. To create global scalability we aim to operate as one 18 • One Purpose & Strategy • One common Portfolio • One Agile Way-of-Working • One workforce of talented Engineers • One technology Platform • One virtual IT Organisation Scale of market reach Scale of skills
  19. 19. • Codification of Way-of-Working incl. version mgnt • Maturity reference model • Joint local & global assessment of starting point • Training-the-trainer model for implementation Global roll out of One Way-of-Working 19
  20. 20. • Based on observable behaviour • By a 360-degree assessment • On the ability to acquire, apply and transfer knowledge • We recognize 5 levels of craftsmanship • Applied on a limited set of technology roles One workforce of talented engineers based on one engineering profile 20 Competent Advanced Novice Proficient Expert
  21. 21. Feature rich platform Productization of capabilities and services Self-service consumption model One technology platform 21
  22. 22. To enlist contribution and buy-in we introduced our global tribe model 22 Country A Country B Country C Country D Global tribes steer on the purpose and backlog; and locks-in local contribution Local hierarchy provides a (local) home for squads and engineers Chapters are defined by a profession or domain (e.g. IT, marketing, product mgt)
  23. 23. 23 ING and our strategy Our transformation in technology How do we scale globally What makes us proud
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  25. 25. 25 Are engineers the bankers of the future?
  26. 26. Follow us to stay a step ahead ING.com YouTube.com/ING SlideShare.net/ING@ING_News LinkedIn.com/company/ING Flickr.com/INGGroupFacebook.com/ING

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