Agile Australia 2017 - Transforming ING Direct - Our journey so far
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ING Direct Australia has been transforming their organization to work in an Agile way since 2010. They conducted three waves of transformation: Wave 1 focused on testing Agile but concluded it would not work for their bank. Wave 2 had some success with two pilot teams but struggled to scale Agile across large projects. Wave 3 involved reorganizing into domains and guilds, establishing new roles, and adopting practices like PACE to help teams deliver value faster through smaller, more frequent releases. This led to major improvements in time to market, on-budget deliveries, and team engagement. The next steps are continuing to evolve the organization and empowering teams to innovate. The key lessons are to start small, build transformation
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Agile Australia 2017 - Transforming ING Direct - Our journey so far
- 1. T r a n s f o r m i n g Our journey so far
- 2. About ING Direct Australia • Financial Services • Part of ING Group (Headquarters in Amsterdam) • Australia’s Most Recommended Bank* • Over 1.000 employees – 52.000 globally • 1.5 million customers Source: Nielsen Consumer & Media View Jul ‘16 – Dec ‘16 (n=9,570) when compared by customers of 15 other banks operating in Australia.
- 3. Journey Overview 2010 • First Attempt 2013 •Lets try again? 2014 • All teams Agile 2015 • Re-org 2016 • PACE 2017 • Finance • Portfolio 2018 • ? Wave 1 Wave 2 Wave 3 Waves 4,5,6…
- 4. Wave 1: What is Agile, should we try?
- 5. Key Driver: Accelerate time to market Wave 1
- 6. Context 2010 • First attempt at Agile • No internal Agile knowledge • Limited executive buy in and awareness Wave 1
- 7. What we did • Partnered with Agile delivery consultancy • Focused on the project delivery • Embedded ING staff into the project team • Ran it as a large programme Wave 1
- 8. Outcome: Agile is not for us • We are a bank • Our industry is too regulated • We are too complex • Agile won’t work here, we are different Wave 1
- 10. Let’s go back to what we know it works
- 11. 3 years later…
- 12. Wave 2: Let’s try Agile again
- 13. Key Driver: Accelerate time to market Wave 2
- 14. Part 1 – Pilot with 2 teams Dec 2013 – Jun 2014 Context: • Need to speed up digital delivery • Building mobile & tablet apps • Strong buy-in all the way up to CEO • Full autonomy • Siloed IT & Digital Channels organisation Wave 2
- 15. Part 1 – What we did • Ran the project internally • Introduced the Scrum Master • Formed 2 small cross functional teams • Adopted Scrum • Isolated pilot in the Digital space • Ring-fenced the team • Bank in a Box & Private cloud Wave 2
- 16. Outcome: It works! • iPad app released in 6 months • 100% team engagement • Collaboration through the roof • Business stakeholders were fully involved Wave 2
- 17. Let’s scale it
- 18. Part 2 – All teams agile Jul 2014 – Dec 2015 Context • Large investment in the Digital and new products • IT budget tripled from previous year • 3 major programs kicking off at the same time • Formed 18 new cross functional teams • Organisation was still very siloed • Private cloud was ready and in use Wave 2
- 19. Part 2 – What we did • Teams & Project Structure • Each program had between 5-9 Scrum teams • Formed large cross functional teams • Hired a lot of contractors (70% contractor – 30% Permanents) Wave 2
- 20. Part 2 – What we did • Roles • Project Managers running the programs • Scrum Master further embedded in the organisation Wave 2
- 21. Part 2 – What we did • Business Owners, Business Analyst (BA) • Business Owners as project/product owner • BA as proxy product owners for the teams • No changes to roles, engineering practices and governance Wave 2
- 22. Outcome: Can’t release fast enough! • Projects were too big • Limited Agile coaching • Slow decision making • Little focus on engineering practices • Governance not aligned with way of working Wave 2
- 23. Let’s take a step back and reflect
- 24. We need to change our environment, the way we work and the way we think to be successful…
- 25. Wave 3 – Building the right things, faster
- 26. Wave 3 Key Driver: Accelerate time to market
- 27. Context Jan 2016 – Dec 2016 • All teams already doing agile for a while • Still not able to release fast enough • Still working on large projects • Increased focus in building the right products • Little focus on engineering • Workforce was mainly contractors Wave 3
- 28. Wave 3
- 29. Let’s create some guiding principles Wave 3
- 30. Guiding principles 1. Deliver value to customers, faster 2. Reduce hand-offs 3. Simplify and de-layer the organisation 4. Involvement rather than sign-offs 5. Prefer cross functional and consistent teams 6. Move the work not the people 7. Regular reflection & improvement Wave 3
- 31. What we did • Re-organisation • New structure: Domains, Guilds and Domains Support Team • New roles: Product Owner, Domain Delivery Lead, Domain Lead, Agile Coach • Way of Working • PACE: Design Thinking, Lean Startup and Agile • Deliver value to customers in 90 days max • People, Engineering Practices and Continuous Delivery • 5 levels of engineers • Increase the number of permanent staff (close to 80%) • Learning Culture: Hackathons, Brownbag, tech talks, lunch and learn, Meetups, code dojo, etc • Governance • Simplified the business case and the approval process Wave 3
- 32. Outcome: Sweet!! • Time to Market reduced from 12 to 5 months • 100% of the initiatives delivered on budget • Weekly deployments • Teams more engaged on meetups, hackathons, etc • Teams kept together longer than 1 year Wave 3
- 33. Journey Recap Wave 2 Let’s try agile again Can’t release fast enough! It works! Accelerate time to market Wave 3 Building the right things, faster Sweet! Accelerate time to market Wave 1 What is Agile, should we try? Agile is not for us Accelerate time to market
- 34. What’s next • Empower teams to innovate • Continuously evolve the organisation design • Employer of choice for software engineers • More experimentation mindset • Continuous Delivery • Align funding with way of working
- 35. Key Takeaways
- 36. #1 - Start small, experiment and adapt
- 37. #2 – Build it from within
- 38. #3 – Let your Agile bubble grow organically, don’t force it
- 39. #4 – Focus on people, always
- 41. THANK YOU Leandro Pinter @leandropinter - https://medium.com/@leandropinter
Editor's Notes
- Thank you all for being here today. My intent today is to sharea bit of what’ve been doing at ING Direct over the Last few years Hoping you can take something away and use it in your organisation.
- The highest NPS s ores in the industry Present in more than 40 countries
- Why waves
- Motivation was to be faster
- Things didn’t quite go as expected Didn’t go any faster Sentiment was: Agile is not for us
- Won’t spend too much time on wave 1. The message I want the audience to leave with is that Agile transformation cannot be outsourced. Need to grow from within.
- Need to speed up delivery in the digital space (after a long time building a new mobile app) Strong buy-in all the way up to CEO Siloed IT Delivery & Digital Channels organisation (many others silos) Building mobile & tablet apps. Digital stuff Full autonomy
- About 15 people In the process of moving to our private cloud
- Lack of visibility of what the teams were working on EXCO members not aware what team was building Are you building the right things? Support functions not fully engaged Couldn’t release often enough - traditional change process
- Large investment in the Digital and new products IT budget tripled from previous year 3 major programs kicking off at the same time Formed 18 new cross functional teams Organisation was still very siloed Private cloud was ready and in use
- Teams & Project Structure Roles Business Owners, Business Analyst (BA)
- Teams & Project Structure Roles Business Owners, Business Analyst (BA)
- Engineering Practices No changes – Not much focus on engineering practices at this stage Governance No changes – Traditional status reporting, planning and resource model Steering committee No changes - Traditional Project steering committee
- Took 1 year for the first release The visibility exposed issues that the organisation was not ready to deal with What worked well Visibility Issues & risks got more visible than ever Progress of the teams were visible Agile practices in the teams were improving Teams were happy (stakeholders not so much) Teams stability Agile awareness in the organisation was growing
- This wave is about Bringing relevant solutions to market faster
- I’ll get into the details of the structure, roles.
- Before we did anything else we decided to stop Up until here the focus was on “doing” Agile This is when started to shift the thinking to “being” Agile
- To guide our next steps we’ve decided to create some guiding principles In reality we co-created these guiding principles with the entire organisation (Finance, HR, Brand, Risk, Legal, Product, Marketing, etc)
- Reorg Customer aligned Domains – Like Spotify tribes Support function aligned to Domains and part of Domain support team Way of working PACE We call projects Initiatives and MVP should be smaller than 3 months Engineering practices & continuous delivery Governance I’ll get into the details of the structure, roles and PACE, our way of working. Might play a video that explains it https://www.youtube.com/watch?v=6NpjOH8WCvQ.
- Will spend 2-3 minutes explaining each wave
- Be the employer of choice for software engineers More experimentation mindset Continuous Delivery Align funding with way of working
- Start small, experiment and adapt Build it from within Focus on people, always Let your Agile bubble grow organically, don’t force it
- Experimentation is king. Try, try , try Use Lean startup to approach to your agile transformation Encourage experimentation
- Context matter. Learn from other but adapt to your context Don’t outsource your transformation Build your capability from within It is your problem, no one can solve it for you
- Think big but take small steps Don’t push it too far, it might break Let things emerge as the organisation learns Your agenda shouldn't be about pushing agile but instead it should be about enabling the organisation goals
- No mater what you do people should come first always Share your intent and let people do it Hire for culture fit not for technical skill Let them experiment Let them fail So they can learn
- You can also replace fall with fail and they quote will be even more relevant