Vacancies
Agile and DevOps in practice: ING strengthens collaboration and agility
Agile Product Management

The challenge

Within the data and compliance domain, ING worked with complex DevOps teams that had to deliver under high pressure. The challenges:
  • Different departments had their own tooling and release processes
  • Cooperation between developers and operations was limited
  • Scrum events were held but produced little real improvement
  • Teams struggled with prioritization, ownership and end-to-end responsibility

The bank wanted to break through these silos and really make agile and DevOps work in practice.

Our approach

Our consultant was brought in as both Scrum Master and DevOps supervisor, with an approach focused on both structure and culture change:
  • Team coaching on ownership, role assignment and sprint goal orientation
  • Retrospectives redesigned to actually realize improvement actions

context

Within a global bank like ING, technological innovation is not a one-time project, but a continuous process. The bank operates in an environment where compliance, security, innovation and speed are all equally important. To be truly agile, ING chose agile working early on. But agile is not an end station – it requires continuous strengthening of cooperation between teams, product owners and developers. IBS provided an experienced Scrum Master and DevOps Coach for this purpose.

The impact

  • Increased team performance through ownership and focus on value
  • Faster release cycles through streamlined DevOps integration
  • Improved collaboration between Dev, Ops and Compliance
  • More strategic reflection through better retrospectives and sprint goals

Why this case matters

This case shows how agile transformation within a large bank is not a ‘tooling exercise’ but a strategic process. By linking DevOps to true agile principles, ING has been able to better manage risk and deliver customer value faster.

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