The challenge
In 2018, ING embarked on a significant transformation toward Agile methodologies, opting the Spotify model after thorough consultation with McKinsey & Co. This decision was driven by the Unite 2020 vision, aimed at integrating the BE and NL banks into a single, more efficient entity.
ING historically faced challenges due to the separation of the two banks, leading to issues with meeting delivery deadlines. More often than not, they were not delivering on their promises or meeting their customers’ satisfaction. To address these challenges, ING sought experienced professionals to drive this initiative, and I was among those enlisted to help them achieve their goals. For further insights, I have detailed this experience in an extensive blog post.
SOLUTION
As a senior Agile coach, I was brought on board to coach five squads and mentor new internal Agile coaches. Each tribe comprised approximately 150 people, encompassing three products, each with its own Product Area Lead.
Upon my arrival, the squads I was assigned to were operating in a typical waterfall model. This included one squad focused on front-end development, another on middleware, a third on backend development, an operations team, and a design team.
After several months of intensive coaching, and with the consent of the Product Area Leads, I facilitated the formation of end-to-end, autonomous delivery teams. Each team was responsible for a specific segment of the product. Depending on their workload and nature of tasks, some teams adopted Scrum while others used Kanban. However, all teams eventually became proficient in estimation, backlog management, continuous testing, and CI/CD practices.
Overcoming resistance to change was a significant hurdle, which we addressed through regular feedback sessions, success showcases, and strong leadership support.
CONCLUSION
The Agile transformation at ING is a testament to the effectiveness of such initiatives in modern enterprises. This transformation was not merely coincidental but a result of bold decision-making, substantial investment in quality resources, and a leadership team committed to the transformation’s success.
KEY TAKEAWAYS
1. Hiring experienced people is key for a successful Agile transformation initiative.
2. Leadership support is key to adopting Agile methodologies.
3. Agile transformation is not just a process change, but also a cultural shift.
If you’re seeking transformative outcomes for your organization, I’m here to guide you with proven methodologies and hands-on expertise.
