The integration of product development and IT operations has enabled us to develop innovative new product features and position ourselves as the number-one mobile bank in the Netherlands.įinally, there is our new people model.
Big tech its callcenter workers install software#
Our aspiration is to go live with new software releases on a much more frequent basis-every two weeks rather than having five to six “big launches” a year as we did in the past. The integration of product development with IT operations. The third big component is our approach to DevOps 1 1. As long as you continue to have different departments, steering committees, project managers, and project directors, you will continue to have silos-and that hinders agility. Number two is having the appropriate organizational structure and clarity around the new roles and governance. Today, our IT and commercial colleagues sit together in the same buildings, divided into squads, constantly testing what they might offer our customers, in an environment where there are no managers controlling the handovers and slowing down collaboration. Number one was the agile way of working itself. Peter Jacobs: Looking back, I think there were four big pillars. Member of the supervisory board of Equens, a European payment processorĪppeared in the Goudhaantjes top 100, a list of Dutch management talent under 45 Holds a PhD in systems engineering from Delft University of Technology Career highlightsĪssociate partner and consultant Fast facts This model was inspired by what we saw at various technology companies, which we then adapted to our own business.īorn May 8, 1975, in Heerlen, Netherlands Education The key has been adhering to the “end-to-end principle” and working in multidisciplinary teams, or squads, that comprise a mix of marketing specialists, product and commercial specialists, user-experience designers, data analysts, and IT engineers-all focused on solving the client’s needs and united by a common definition of success.
Being agile is not just about changing the IT department or any other function on its own. The aim is to build stronger, more rounded professionals out of all our people. It’s about minimizing handovers and bureaucracy, and empowering people. The Quarterly: How do you define agility?īart Schlatmann: Agility is about flexibility and the ability of an organization to rapidly adapt and steer itself in a new direction. An agile way of working was the necessary means to deliver that strategy. It’s imperative for us to provide a seamless and consistently high-quality service so that customers can start their journey through one channel and continue it through another-for example, going to a branch in person for investment advice and then calling or going online to make an actual investment. We needed to stop thinking traditionally about product marketing and start understanding customer journeys in this new omnichannel environment. Customer behavior, however, was rapidly changing in response to new digital distribution channels, and customer expectations were being shaped by digital leaders in other industries, not just banking. In our case, when we introduced an agile way of working in June 2015, there was no particular financial imperative, since the company was performing well, and interest rates were still at a decent level. Transformation is not just moving an organization from A to B, because once you hit B, you need to move to C, and when you arrive at C, you probably have to start thinking about D.
Member of the supervisory board of Interhyp Germanyīart Schlatmann: We have been on a transformation journey for around ten years now, but there can be no let up. Holds a master’s degree in economic science from Erasmus University Rotterdam Career highlightsīoard member of Bruna, Dutch Payments Association, and WestlandUtrecht Bank
Born October 18, 1969, in Bloemendaal, Netherlands Education
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