Transformation at ING A Agile
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My work at ING A Agile started in October 2020, shortly after the team was formed. The aim was to work with Agile methodologies in the banking sector, and I was the world’s top expert on Agile. My goal was to help the team, a diverse set of people from different countries, cultures, and backgrounds, to create a transformation plan for a banking system that would make their work faster, simpler, and easier. At first, I encountered resistance when I began to introduce Agile. I had worked with
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“Transforming agile is a fundamental challenge for agile teams. Agile teams are typically driven by strong leaders or by a particular approach, which might not always be the most effective way to drive transformation. Agile has evolved beyond the initial adoption period and is now considered a crucial part of any modern enterprise. The challenge with transitioning to agile is that there is no ‘one size fits all’ approach, and each organization requires a unique transformation plan. Transformation, at its core, is a transformation process that is managed and controlled by the company. The transformation
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At ING A Agile, we are passionate about the future of banking and the world at large. Our agile approach empowers us to continuously improve and innovate for our customers, the economy and society. In 2008, ING A Agile was launched as a result of the integration of two companies. As an agile company, we are structured around our customers and our teams. Each customer has its own unique story, with different needs and ambitions. Each team is responsible for delivering the services and solutions our customers want
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In December 2019 I was given the privilege of working as a senior analyst in a new Agile Scrum project called ING A Agile at ING in the Netherlands. address The organization has about 1000 people, with the Agile Scrum approach being rolled out to all departments. At first, the work was fascinating, seeing the teams work together for the first time. But, as we moved along, I realized that Agile required significant transformation and that the organization’s legacy practices (including a lack of trust in
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IT has played an instrumental role in transforming ING A’s business operations by delivering several solutions that improved its operations’ agility. These solutions ranged from implementing a new customer management system, to upgrading the banking platform’s architecture, to automating routine tasks and deploying chatbots to boost customer service. This transformation was facilitated by a new Agile approach, which enabled ING A to deliver business solutions rapidly, while ensuring that customers experience quality results. This transformation involved a process of continuous learning and experimentation with new methods.
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Transformation at ING A Agile is a bold decision that took ING to a new level in terms of product innovation. The transformation journey started 20 years ago with a new business strategy that sought to create a customer-centric and digital-first proposition. The initial plan was to reorganize and optimize the business to improve efficiency and growth. The transformation journey took a while to mature as the new model had to compete with established players and meet consumer expectations. click for info The transformation team consisted of a dedicated group that included cross-functional teams such as
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I’ve been leading ING’s Agile initiative for over a year now, and it has transformed my own role and mindset. A little over a year ago, my leadership team assigned me to start exploring different ways to manage IT projects through Agile methods. My goal was to ensure that we could meet the delivery timelines, quality expectations, and our business partners’ needs through a collaborative and innovative approach. Here’s my journey with the Agile approach, and some best practices for any organization exploring it. Agile principles and practices