Kees Moens has over 15 years of experience in UX design and strategy in the financial sector. He is currently the Chapter Lead for UX at ING in the Netherlands. ING is a large global financial institution operating in over 40 countries. The presentation discusses ING's shift towards a more digital and customer-centric model inspired by Spotify, and the reorganization of UX from project teams into chapters. It outlines ING's UX strategy to take a more strategic and leadership role across projects. The goal is to establish UX as a business asset and ensure consistency through tools like The Guide, an internal design framework.

1. Haarlem oil,
UX Strategy at ING
Kees Moens, Chapter Lead UX
Amsterdam, 9 June 2016

2. Kees Moens
More than 15 years of experience in interaction design, web development,UX
strategy and internet management in the financial sector.
Previously I worked at LogicaCMG and ABN AMRO.In September2008 I started at
ING Wholesale Banking.
In January 2016 I joined the UX team of ING The Netherlands as Chapter Lead UX.
About

3. ING
• Global financial institution, more than 40 countries
• Strong European base
• Retail-, business banking and wholesale banking services
• 52.000 employees
ING in The Netherlands
• 9 million customers
• 16.000 employees
About

4. • Introduction | Haarlem oil
• ING - Why change?
• Adopting the Spotify model at ING
• UX from Team to Chapter
• (UX) Strategy
• Case
• Conclusions
About this presentation

5. Haarlem oil

6. Haarlem oil, invented in 1696 by Claes Tilly.
Panacea (plural panaceas or panaceæ)
1. A remedy believed to cure all disease and prolong life that was
originally sought by alchemists; a cure-all
2. Something that will solve all problems
Introduction

7. Haarlem oil, invented in 1696 by Claes Tilly.
Panacea (plural panaceas or panaceæ)
1. A remedy believed to cure all disease and prolong life that was
originally sought by alchemists; a cure-all
2. Something that will solve all problems
Introduction

8. Haarlem oil, invented in 1696 by Claes Tilly.
2. Something that will solve all problems
Introduction

9. ING - Why change?

10. ING - Why change? Disruption and unbundling
35-40%
Revenue
at risk
from
fintech

11. Existential choice - Tracks or train?
or

12. 0
10
20
30
40
50
60
70
80
90
100
AUS AUT BEL FRA DEU ITA LUX NED POL ROM ESP TUR
Mobile Web Assisted (Phone + Branch)
Digitalisation has greatly increased customer contacts
Average # of contacts per active customer (annual)
Belgium
> 90 digital
contacts per
customer
Poland
> 80 digital
contacts per
customer
# of contacts
Source: ING internal data, as at end-2015

15. Fintech partnerships
For small businesses we’ve partnered with Kabbage For consumers we’ve invested in WeLab
We’re also looking for the right opportunities & partners in:
Money Management | Aggregation | Payment services | Customer onboarding

16. Adopting the Spotify-model at ING

18. Adopting the Spotify model doesn’t mean there is a direct fit
• Becoming Agile or being Agile?
• Spotify vs ING
• New roles, responsibilities and skills
• Lingua franca
• You’re free!
Making the change, personal observations

19. UX from Team to Chapter

20. To reduce handovers, avoid monoliths and create ownership, teams and
departments areredistributed into multidisciplinary squads with a
single purpose.
• Applies to UX: formerly head of UX, traffic, UX lab
• Some projects or teams were Agile | Scrum others more traditional
After the change
• Initially allocated to a single squad (single purpose, operational)
• Adapting towards design team per Tribe (multiple squads, tactical)
UX from Team to Chapter

21. The role of Chapter Lead
• Responsible for the “how”
• Developing our people and our trade
• Organising to keep up the speed
• 3 Chapters, 3 Chapter Leads
• 10-15 UX-ers per Chapter
• Overall working for 15 Tribes
UX from Team to Chapter

22. (UX) Strategy

23. Think Forward - Creating a differentiating customer experience

24. Empower people to stay a step ahead in life and in business
• We make all our touch points, content and designs empowering, personal,
easy to use and relevant. We design processes that are effortless and
seamless
• We make an impact by working on strategic projects
• Data and research are the basis for our designs and review and testing
improve them
• We will always explore the future but we live in the now by making real
products for real users and customers
Ownership | Impact | Data driven | Future proof
UX Strategy - How

25. UX Strategy - Where?
No designer
Few designers
Embedded designers
Design as a team
Independent team
Design is leading
We are here
We want be here

26. Developing towardsa distributed agency model.
• Tactical overview on Tribe level based on the purposes of all squads
• Building a knowledge hub (product or channel based)
• Be architects of the user experience
• Champions in UX / peer to peer coaching
• More effective use of the different UX fields of expertise
• Single person dependency versus team availability
UX Strategy - Taking ownership, making design leading

27. Using the Spotify model to our advantage
Applying Design Thinkingand Visual Thinkingin the right places.
• Strategic
Across and within Tribes > Service Design | Blueprints
• Tactical
Across and within Squads > Customer Journeys | Maps
• Operational
Within Squads > User Stories | Application Floorplan | Detailed
Designs | Prototypes
UX Strategy - Where can we make an impact?

28. From a practical point of view: Anywherestrategic and visible.
Participate in:
• PACE projects (the ING Lean/Agile way to innovate)
• Innovation bootcamps
• Hackathons
UX Strategy - Where else?

29. In order to be a partner at operational, tactical and strategic levels we need to
develop as individuals and as a team.
Individual
• Medior and senior hires only
• Focus on coaching, building champions in UX
Collective
• Develop Design Thinking and Visual Thinking capabilities
• Further develop design principles
• Improve and formalise internal review process
UX Strategy - Develop

30. Tools
• The Guide
• Capability matrix
• Portfolio wall for UX across Tribes
• Digital design project portfolio
Training
• Internal training and knowledge sharing
• Support development of organisation through CJE training
UX Strategy - Develop further

31. The Guide
ING's UI framework for building all browser based applications
• Started in The Netherlands in 2013
• ING own AngularJS component library
• Quick Guide-wide implementation of the new corporate identity in 2015/2016
• Releases scheduled every two weeks
• Growing number of participating ING countries
UX Strategy - The Guide

32. Omnichannel
Delivers consistent UX across all channels &
devices. An online experience that is seamless
across all channels and device agnostic
UX Strategy - The Guide
Efficiency
Enables squads to focus on excellence instead
of reinventing the wheel. With the re-use of
components,webpage development has
become quick and easy

33. Quality
Delivers off-the-shelve and ready to use building
blocks. With a definition of done that includes
quality, responsiveness, accessibility and
performance
UX Strategy - The Guide
A single point of truth
Every instance of a component has a single
point of truth. All instances have a live
connection to that point and can therefore
easily be updated. All at once

34. Designing a talk
Thanks to Eva Vriezenkolk and Stefan Witte

43. Conclusions

44. As UX designers at ING we recognise ourselves in our organisational purpose,
share the strategic priority and operate in the heart of our new organisation.
Unique perspective and role
• UX is an established team, maturity in Agile development
• Being present in all Experience Tribes provides us with an overview
• Basic tools, techniques and design principles are in place
Initiative and opportunity
• Take a leading role, become UX architects
• Quantify design as a business asset
Conclusions

45. Questions & answers

46. Thank you

47. Follow us to stay a step ahead
ing.nl | ing.com
@keesmoens linkedin.com/in/keesmoenskees.moens@ing.nl