The end of traditional enterprise IT - ING's journey to the next generation IT - Keynote ING
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Transcript of The end of traditional enterprise IT - ING's journey to the next generation IT - Keynote ING
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JFALL – November 2014www.ing.com
Peter Jacobs – CIO ING Netherlands
THE END OF TRADITIONAL ENTERPRISE IT -
ING’S JOURNEY TO THE NEXT GENERATION IT
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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
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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
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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
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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
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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
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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
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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
8
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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
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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
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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