the end of traditional enterprise it - ing's journey to the next generation it - keynote ing
DESCRIPTION
Peter will tell about building the engineering culture within ING, how IT within ING has changed, and some examples of the skills we need in our IT organization towards the future. IT from becoming an enabler to a driver for the commercial strategy. About ING’s effort to build an IT engineering culture and to give room for innovation. And some take-away’s towards the future of IT engineering (also within financial institutions).TRANSCRIPT
JFALL – November 2014www.ing.com
Peter Jacobs – CIO ING Netherlands
THE END OF TRADITIONAL ENTERPRISE IT -
ING’S JOURNEY TO THE NEXT GENERATION IT
2
• ING’S 2014 “THINK FORWARD STRATEGY”
• CHALLENGES FACED IN 2009 HINDERING OUR STRATEGY
• ING’S IT JOURNEY IN THE NETHERLANDS SINCE 2009
• ACCOMPLISHMENTS, THE FUTURE AND KEY TAKE-AWAYS
2
ING’S THINK FORWARD STRATEGY IS ALL ABOUT EMPOWERING PEOPLE TO STAY A STEP AHEAD IN LIFE AND IN BUSINESS
Clear &Easy products and services
Anytime & Anywhere
Empower customers in prosperity
Keep getting better in our offering
THE ROLE OF IT HAS CHANGES FROM ENABLING TO DRIVING THIS COMMERCIAL STRATEGY
• Clear and easy: It used to take ~20 days and ~3 branch visits to become a customer, open a current account and get access to my.ing.nl. Today straight through processing enables ING to deliver a 5 min instantaneous offering
• Anytime & anywhere: Banking used to take place from 09:00—17:00 from Monday to Friday. Today internet & mobile technologies enable ING´s customers to do their banking 24x7 via Mobile or the internet
• Empower: The majority of insights to our customers used to be account statements. Today CRM and predictive banking solutions enable ING to focus on helping customers to understand their future prosperity
• Keep getting better: The majority of innovations were delivered big-bang to our customers. Agile development methods have enabled ING to constantly deliver new value to our customers
THIS EVOLUTION OF IT IN BANKING CAN BE CATEGORIZED IN 4 ERAS
Connected Bank(Connect via Modem
to one app in the bank)
Integrated Bank(The internet made us show the integrated
customer view)
Real-time Bank(Customers
demanded instant delivery)
Predictive Bank(The bank starts to help predict future
scenarios)
1980 1990 2000 2010
6
• ING’S 2014 “THINK FORWARD STRATEGY”
• CHALLENGES FACED IN 2009 HINDERING OUR STRATEGY
• ING’S IT JOURNEY IN THE NETHERLANDS SINCE 2009
• ACCOMPLISHMENTS, THE FUTURE AND KEY TAKE-AWAYS
6
7
IN 2009 ING WAS FACED WITH WHAT WE REFER TO AS THE TYPICAL TRADITIONAL ENTERPRISE IT
Strategy
• IT is a commodity; everyone can do IT
• The commercial colleagues are seen as our customers
• IT is a cost center; it is hardly a value creator
Processes
• Outsourced, i.e. ING designs; others build IT
• Organizational silos with handovers, e.g. AD vs AM vs Architecture
• Strict focus on governance compliance, e.g. CMMI
• Low levels of automation
Architecture&Technology
• Architecture is sum of specials
• Non-functionals and especially resilience are pushed to infrastructure
• High dependency on software and hardware vendors
• Scattered IT landscape; individual
People&culture
• Functional priorities: IT does only what functionally makes sense
• No pride from the top to the true engineering skills
• Engineers work <25% of their time in their IDE
8
• ING’S 2014 “THINK FORWARD STRATEGY”
• CHALLENGES FACED IN 2009 HINDERING OUR STRATEGY
• ING’S IT JOURNEY IN THE NETHERLANDS SINCE 2009
• ACCOMPLISHMENTS, THE FUTURE AND KEY TAKE-AWAYS
8
9
LOOKING BACK TO OUR TRANSFORMATION SINCE 2009 WE HAVE BASICALLY 7 MOMENTS OF THRUTH THAT MADE ING CHANGE
Oct 2009: start of new IT mgmt team fed up with existing way of working
May 2010: after Google IO we started our own Java community; pizzas and Android
Oct 2010: Agile-Scrum introduced for Application Development
May 2011: Continuous delivery introduced to underpin Agile way of working
Nov 2011: Platform as a service shifted responsibilities from infra to apps
May 2013: Full reorganization, i.e. 180 full DEVOPS teams across all areas of the bank
Sep 2014: Selection of private cloud in ING to further automate infra
SOME PILLARS OF THE JOURNEY SINCE 2009
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Continuous delivery in all our teams
Nothing beats engineering Talent
Partners are welcome but outsourcing is not
We distinguish by building great software
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• ING’S 2014 “THINK FORWARD STRATEGY”
• CHALLENGES FACED IN 2009 HINDERING OUR STRATEGY
• ING’S IT JOURNEY IN THE NETHERLANDS SINCE 2009
• ACCOMPLISHMENTS, THE FUTURE AND KEY TAKE-AWAYS
11
12
ACCOMPLISHMENTS: INGE AS AN EXAMPLE OF GREAT SOFTWARE
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ACCOMPLISHMENTS: YVONNE AS AN EXAMPLE OF AUTOMATION
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ACCOMPLISHMENTS: YEARLY HACKATON AS AN EXAMPLE OF ENGINEERING CULTURE@ING
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WHAT’S NEXT: PROJECT DARWIN
Hystrix: a latency
and fault tolerance
library
Security
gateway
Apache Curator
ZooKeeper
APIs on the JVM,
e.g. Akka/Scala
Apache Casssandra cluster
Angular based
responsive web
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WHAT’S NEXT: OUR PRIVATE CLOUD
complex simple
complex
simple
Co
nsu
min
g in
fras
tru
ctu
re
Providing infrastructure
Appliance
SpecialsCompute• Linux• Windows
App, e.g.• Docker• Cloudfoundry• Appscale
Private cloud
Zero-touch
processes
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• IT increasingly drives the strategy of ING
• Nothing beats talent; in IT this is engineering talent
• The focus is on simplification automation and growing our
engineering talent
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SOME KEY TAKE-AWAYS