Case Study: ING Bank’s Digital Platform Tribe Goes Agile |
Case Study: ING Bank’s Digital Platform Tribe Goes Agile
In This CasestudyJune 2019 | Business AgilityDownloadING Bank is a global financial institution with more than 52,000 employees and customers in over 40 countries. Adam Walendziewski tells us how an agile approach has transformed their SME/MC Digital Platform Centre, in Poland and beyond. ING Bank’s Digital Platform Tribe Goes AgileING Bank is a global financial institution with more than 52,000 employees and customers in over 40 countries. Adam Walendziewski tells us how an agile approach has transformed their SME/MC Digital Platform Centre, in Poland and beyond. Key points Challenges:
Results:
Adam Walendziewski is the Global SME/ MC Digital Platform Centre Director at ING Bank Slaski (part of ING Group) in Warsaw, Poland. He tells us how an agile approach has transformed his operation, in Poland and beyond. The issue: Challenging times The solution: Building an agile mindset ‘Fortunately for us,’ Adam continues, ‘some members of our team had already been exposed to agile ways of working, and encouraged us to look closely at moving over to an agile approach. We elected to work with the Scrum framework, and really quickly realised that it was the agile mindset that would offer us the greatest potential to transform our results.’ Co-location and communication ‘We were doing development work with an external vendor team and recognised that we would work much more effectively if there was closer collaboration across all the people involved. We decided to co-locate the team, bringing two separate organisational cultures together and aligning them behind the Scrum pillars: transparency, inspection and adaption. This wasn’t straightforward. We needed to revisit our contractual agreement to allow agile working, but we didn’t wait for this before making the change. We moved our people, started collaboration, and then allowed the paperwork to follow.’ Sharing “why and how”
Just doing it ‘We went from “idea” to “doing it” in just 45 days. That’s not saying it was fully implemented, but we allowed agile practices to evolve as we went along. We started to distribute good practices around the tribe and organise ourselves around The results: Opening up potential and impact Communication and collaboration sit at the core of effective agile practices. For Adam,the most influential change that was made was to co-locate the teams. ‘From day one, communication was better,’ he confirms. ‘It’s powerful to have people sitting together. Instead of trying to articulate ideas on email or online platforms such as Jira, they were able to discuss how to approach challenges face-to-face. Team members need to have conversations, to bring together different Agile philosophy is centred on a desire to delight the customer – not only fulfilling their needs, but going above and beyond to create enthusiasm and advocacy. ‘Before we started working in an agile way,’ Adam remembers, ‘we built completed solutions and then delivered them to the customer and discovered their response. ‘Now we get that vital feedback much earlier in the process. We create mock-ups and prototypes so that customers can try out new online banking pages for themselves. When we have their feedback, we base our onward development work around the customer’s perspective so that we are adapting our approach to real-time evidence of their needs. ‘We are constantly fixing and adapting our agile way of working. The big challenge is to not make silos within our squads or tribes.’
|
09/12/2019 » 11/12/2019
Patterns of Strategy Training - Agile strategy for a fast-paced world