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).
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The end of traditional enterprise IT - ING's journey to the next generation IT - Keynote ING
1. THE END OF TRADITIONAL ENTERPRISE IT -
ING’S JOURNEY TO THE NEXT GENERATION IT
Peter Jacobs – CIO ING Netherlands
JFALL – November 2014
www.ing.com
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
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3. 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
4. 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
5. THIS EVOLUTION OF IT IN BANKING CAN BE CATEGORIZED IN 4 ERAS
1980 1990 2000 2010
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)
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
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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
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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
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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
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May 2010: after
Google IO we
started our own
Java community;
pizzas and Android
May 2011:
Continuous
delivery introduced
to underpin Agile
way of working
Oct 2010: Agile-
Scrum introduced
for Application
Development
May 2013: Full
reorganization, i.e.
180 full DEVOPS
teams across all
areas of the bank
Nov 2011: Platform
as a service shifted
responsibilities
from infra to apps
Sep 2014: Selection
of private cloud in
ING to further
automate infra
10. 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
11. • 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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15. WHAT’S NEXT: PROJECT DARWIN
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Hystrix: a latency
and fault tolerance
library
Security
gateway
Apache Curator
ZooKeeper
Angular based
responsive web
APIs on the JVM,
e.g. Akka/Scala
Apache Casssandra cluster
17. • 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
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engineering talent
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SOME KEY TAKE-AWAYS