ING's Journey to Agile
summary
Bank moves from Prince2/CMMI to full agile and DevOps scale: 400 agile teams, earlier 180 combined dev+ops teams where developers take on on‑call production responsibility, mandatory continuous delivery with a single shared pipeline, private cloud and a microservices/data platform split (real‑time analytics vs slow data). Outsourcing is reduced in favor of retaining engineering skill, HR adopts skill‑progression model, platform "squads" build shared tooling, and observed productivity gaps reach as high as 48× between teams.
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chapters (17)
- 0:00Introduction
- 1:20Backstory
- 2:58IT is a commodity
- 3:53The first scrum teams
- 9:57INGs convictions
- 12:14Outsourcing for the lowest price
- 14:45Speed is marketshare
- 15:51Quality of engineers
- 17:20Engineering skills
- 20:38The Master Builder
- 22:21TheDreyfus Model
- 25:50Shared Engineering Platforms
- 26:15Less Freedom
- 26:58Data Platform
- 27:29Microservices Platform
- 28:15Platform Teams
- 28:56Community
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