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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
• 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 
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 
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)
• 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 
6
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 
7 
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
• 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 
8
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 
9 
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
SOME PILLARS OF THE JOURNEY SINCE 2009 
10 
Continuous 
delivery in all our 
teams 
Nothing beats 
engineering Talent 
Partners are welcome 
but outsourcing is not 
We distinguish by 
building great 
software
• 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 
11
ACCOMPLISHMENTS: INGE AS AN EXAMPLE OF GREAT SOFTWARE 
12
ACCOMPLISHMENTS: YVONNE AS AN EXAMPLE OF AUTOMATION 
13
ACCOMPLISHMENTS: YEARLY HACKATON AS AN EXAMPLE OF 
ENGINEERING CULTURE@ING 
14
WHAT’S NEXT: PROJECT DARWIN 
15 
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
WHAT’S NEXT: OUR PRIVATE CLOUD 
16 
Appliance 
Specials 
App, e.g. 
• Docker 
• Cloudfoundry 
• Appscale 
Compute 
• Linux 
• Windows 
complex simple 
simple 
complex 
Consuming infrastructure 
Providing infrastructure 
Private cloud 
Zero-touch 
processes
• 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 
17 
engineering talent 
17 
SOME KEY TAKE-AWAYS

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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 2 2
  • 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 6 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 7 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 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 9 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 10 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 11 11
  • 12. ACCOMPLISHMENTS: INGE AS AN EXAMPLE OF GREAT SOFTWARE 12
  • 13. ACCOMPLISHMENTS: YVONNE AS AN EXAMPLE OF AUTOMATION 13
  • 14. ACCOMPLISHMENTS: YEARLY HACKATON AS AN EXAMPLE OF ENGINEERING CULTURE@ING 14
  • 15. WHAT’S NEXT: PROJECT DARWIN 15 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
  • 16. WHAT’S NEXT: OUR PRIVATE CLOUD 16 Appliance Specials App, e.g. • Docker • Cloudfoundry • Appscale Compute • Linux • Windows complex simple simple complex Consuming infrastructure Providing infrastructure Private cloud Zero-touch processes
  • 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 17 engineering talent 17 SOME KEY TAKE-AWAYS

Notes de l'éditeur

  1. Ron van Kemenade
  2. Ron van Kemenade