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MY STORY AT ING 
DIRECT 
By Angel Diaz-Maroto 
@adiazmaroto
MOUNT BANKLIMPUS 
Hundreds of projects in 
progress 
Tons of unfinished work 
RUP Methodology + UML 
Big gap between business 
and IT 
Unhappy business 
…
THE SPARTAN
GETTING INTO MOUNT BANKLIMPUS
THE CHALLEGE
THE JOURNEY …
… H A D J U S T B E G A N …
. . . T H A N I E X P E C T E D …
EPISODE 1 : THE CHAINS OF STATUS QUO
TO IMPROVE, REMOVE!
AWARENESS
VISUALIZATION
DRASTIC REDUCTION OF PROJECTS IN 
PROGRESS AND UNFINISHED WORK
FIRST SCRUM PROJECT
WHAT I DID RIGHT 
 Strong message Eliminar “To improve, remove!” 
 Soft landing 
 Respect the existing methodology 
 Brutally manage impediments for change 
 Lots of communication 
 Visualization
WHAT I DID WRONG 
 Trying to be right 
 Trying to do it alone 
 Being too aggressive 
 Not looking for a reason for the people to change 
 Using buzzwords and complex concepts 
 I took trust for granted and I was a newcomer
EPISODE 2 : THE PHANTOM OF CHAOS
L IMIT WIP FOR AL L CLASSES OF SERVICES
PROJECTS WHERE DEVELOPED ITERATIVELY, 
PRODUCT FLOW WAS MANAGED WITH 
KANBAN
DRASTIC REDUCTION OF UNNECESSARY 
ACTIVITIES & DEATH OF RUP
REORGANIZATION OF IT DEV & BUSINESS 
ANNAL ISTS ORIENTED TO BUSINESS 
DEMAND
AGI LE PORTFOL IO MANAGEMENT
WHAT I DID RIGHT 
 Hiring some help 
 I developed empathy for others and started working for them 
 Finding allies in top management 
 Creating a global community 
 Training, Training and more training 
 Gather some metrics 
 Simplify the message
WHAT I DID WRONG 
 It was still MY change not THEIR change 
 Not finding a place/role/purpose/goal for management in 
the future organization 
 Don’t let people to do things “the wrong way” if they need 
to 
 Focus too much in the Agile practice rather than in the 
“whys” 
 Not properly manage the generated conflict
CHAPTER 3 : THE SHADOW OF FEAR
THE AGI LE WAY OR NO WAY
COMBINING AGI LE WI TH DESIGN THINKING AND 
LEAN STARTUP APPROACH
HIERARCHY AND BUREAUCRACY REDUCTION
REORGANIZATION INTO A CUSTOMER 
CENTRIC STRUCTURE 
Reorganization of change 
management in “Event in the life of a 
customer” 
Multidisciplinary Streams: 
Marketing 
Strategy 
Business process 
Business Operations 
PO 
UX 
Developers
PROCESS IMPROVEMENT AND 
OPTIMIZATION
AGI LE IN NON IT PROJECTS
AND MORE … 
 From detailed plans to hypothesis and experiments 
 From annual to incremental budgeting 
 From keeping up with congestion to manage Flow 
 From project focus to continuously deliver value 
 Form hidden progression to radical visibility
WHAT I DID RIGHT 
 Involving business 
 Expand Agile beyond IT 
 Seeing Agile from the customer perspective 
 Organizing 2 Open spaces (Management, Gemba) 
 Going outside of the picture 
 Coaching coaches 
 Getting trust 
 Build a committed change coalition 
 Develop competences and evangelists
WHAT I DID WRONG 
 Not properly understanding my role in the Agile coaches 
team 
 Not accepting that my job was done 
 Not being proud enough of the effort of all my colleagues 
 Focus too much in other Business Units / Countries
THE END
SUMMARY 
 Yes, It’s possible 
 Yes, It takes time, effort an courage 
 It’s not about you 
 Don’t do it alone 
 Think from the business perspective 
 Give people a reason to change as people
NEW LIFE 
God of War is a registered trademark of Sony Computer 
Entertainment
TRANSITIONING TO 
AGILE IN A BANK, MY 
STORY AT ING DIRECT 
Angel Diaz-Maroto 
@adiazmaroto 
www.agilar.org 
@adiazmaroto

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My story at ING

  • 1. MY STORY AT ING DIRECT By Angel Diaz-Maroto @adiazmaroto
  • 2. MOUNT BANKLIMPUS Hundreds of projects in progress Tons of unfinished work RUP Methodology + UML Big gap between business and IT Unhappy business …
  • 4. GETTING INTO MOUNT BANKLIMPUS
  • 7. … H A D J U S T B E G A N …
  • 8. . . . T H A N I E X P E C T E D …
  • 9. EPISODE 1 : THE CHAINS OF STATUS QUO
  • 13. DRASTIC REDUCTION OF PROJECTS IN PROGRESS AND UNFINISHED WORK
  • 15. WHAT I DID RIGHT  Strong message Eliminar “To improve, remove!”  Soft landing  Respect the existing methodology  Brutally manage impediments for change  Lots of communication  Visualization
  • 16. WHAT I DID WRONG  Trying to be right  Trying to do it alone  Being too aggressive  Not looking for a reason for the people to change  Using buzzwords and complex concepts  I took trust for granted and I was a newcomer
  • 17. EPISODE 2 : THE PHANTOM OF CHAOS
  • 18. L IMIT WIP FOR AL L CLASSES OF SERVICES
  • 19. PROJECTS WHERE DEVELOPED ITERATIVELY, PRODUCT FLOW WAS MANAGED WITH KANBAN
  • 20. DRASTIC REDUCTION OF UNNECESSARY ACTIVITIES & DEATH OF RUP
  • 21. REORGANIZATION OF IT DEV & BUSINESS ANNAL ISTS ORIENTED TO BUSINESS DEMAND
  • 22. AGI LE PORTFOL IO MANAGEMENT
  • 23. WHAT I DID RIGHT  Hiring some help  I developed empathy for others and started working for them  Finding allies in top management  Creating a global community  Training, Training and more training  Gather some metrics  Simplify the message
  • 24. WHAT I DID WRONG  It was still MY change not THEIR change  Not finding a place/role/purpose/goal for management in the future organization  Don’t let people to do things “the wrong way” if they need to  Focus too much in the Agile practice rather than in the “whys”  Not properly manage the generated conflict
  • 25. CHAPTER 3 : THE SHADOW OF FEAR
  • 26. THE AGI LE WAY OR NO WAY
  • 27. COMBINING AGI LE WI TH DESIGN THINKING AND LEAN STARTUP APPROACH
  • 29. REORGANIZATION INTO A CUSTOMER CENTRIC STRUCTURE Reorganization of change management in “Event in the life of a customer” Multidisciplinary Streams: Marketing Strategy Business process Business Operations PO UX Developers
  • 30. PROCESS IMPROVEMENT AND OPTIMIZATION
  • 31. AGI LE IN NON IT PROJECTS
  • 32. AND MORE …  From detailed plans to hypothesis and experiments  From annual to incremental budgeting  From keeping up with congestion to manage Flow  From project focus to continuously deliver value  Form hidden progression to radical visibility
  • 33. WHAT I DID RIGHT  Involving business  Expand Agile beyond IT  Seeing Agile from the customer perspective  Organizing 2 Open spaces (Management, Gemba)  Going outside of the picture  Coaching coaches  Getting trust  Build a committed change coalition  Develop competences and evangelists
  • 34. WHAT I DID WRONG  Not properly understanding my role in the Agile coaches team  Not accepting that my job was done  Not being proud enough of the effort of all my colleagues  Focus too much in other Business Units / Countries
  • 36. SUMMARY  Yes, It’s possible  Yes, It takes time, effort an courage  It’s not about you  Don’t do it alone  Think from the business perspective  Give people a reason to change as people
  • 37. NEW LIFE God of War is a registered trademark of Sony Computer Entertainment
  • 38. TRANSITIONING TO AGILE IN A BANK, MY STORY AT ING DIRECT Angel Diaz-Maroto @adiazmaroto www.agilar.org @adiazmaroto