DNB sought to remain competitive by reducing time to market for innovative, relevant products. To achieve this, DNB Introduced DevOps methodology—reconciling differences between developers and change managers.
Reacting to market changes
DNB is Norway’s largest financial services group and one of the largest in the Nordic region in terms of market capitalization. The group’s forward strategy is that, to maintain competitive advantage, it must adjust quickly to changes in the market where there are higher expectations from customers, rapid technological developments, new regulations, more competitors, and large upheavals in the markets.
Developers versus Change Managers
At DNB nobody was happy. There was tension between Agile developers, who wanted to speed up time to market and Change Managers who had to adhere to strict processes. Also, the bank had unstable IT systems and wanted to improve speed of development.
Auditable DevOps was seen as a way to balance control against the go-to-market needs of the developers.
Automated tickets were key
DNB realized that the value stream management offered by ServiceNow DevOps would be the success factor for implementing DevOps Change Automation.
“ServiceNow was the key. We said to developers that we would automate all change tickets for them and use ServiceNow to remove any manual steps for them, if they just complied with some basic rules,” says Anne Kristine Naess, Enterprise Architect for Now Platform, DNB.