ING is a global financial institution and the largest consumer bank in The Netherlands. As banks are becoming more and more IT centric, getting a grip on all IT was vital for ING.
Simply to the max
Complexity is messing up simplicity. How can we unmess the bank? Tons of KPIs made it increasingly difficult to manage IT at ING. When ING needed to renew the managed services contract for unified communications, they wanted radical simplification. Giarte was tasked to design an entire new way of performance management.
Performance management and service levels
We redesigned performance management and service levels based on two guiding principles: user experience and project excellence. How employees experience the quality and the delivery of projects on expectations became the two leading experience indicators (XIs). Our first XI is the ‘happiness ratio’ of happy versus unhappy. The incentive is to improve the happiness ratio year over year. The second XI is ‘project excellence’ and it is based on the satisfaction of the project business owner. The rating is a 5‑point scale. According to expectations is a 3, below expectations 1 to 2 and exceeding expectations 4 to 5. There is a reward for >3, and a service improvement plan for <3.
Elimination of traditional SLAs
The subjective data on the user experience was part of the dataset for improvement analytics. The new contract eliminated the use of traditional SLAs. Ever since, the XI ratios have been improving.