SLIDE 1
HOW TO MAKE THE CHANGE WORK?
KB GOING AGILE
S E P T E M B E R 1 0 - 1 1 , 2 0 1 8
KB GOING AGILE HOW TO MAKE THE CHANGE WORK? S E P T E M B E R 1 0 - - PowerPoint PPT Presentation
KB GOING AGILE HOW TO MAKE THE CHANGE WORK? S E P T E M B E R 1 0 - - PowerPoint PPT Presentation
KB GOING AGILE HOW TO MAKE THE CHANGE WORK? S E P T E M B E R 1 0 - 1 1 , 2 0 1 8 WHY AGILE@KB? OUR ENVIRONMENT IS CHARACTERIZED BY INCREASING COMPETITIVE PRESSURE AND CUSTOMER DEMANDS On the other hand, our former operating model was not
SLIDE 2
SLIDE 3
09/10-11/2018 3 C1 AGILE@KB CASE STUDY
OUR ENVIRONMENT IS CHARACTERIZED BY INCREASING COMPETITIVE PRESSURE AND CUSTOMER DEMANDS On the other hand, our former operating model was not equipped to quickly respond to change…
Advanced analytics Digitalization
- f processes
New business models and attackers Employees seek meaning also from work Demanding, informed customers Globalization at scale Software at the center
- f products and
services
EXPECTATIONS & PRESSURES ON KB
Rigid processes Linear strategy Inefficient structures Bureaucratic culture
SLIDE 4
09/10-11/2018 4 C1 AGILE@KB CASE STUDY
FOR KB, AGILITY IS NOT A GOAL ITSELF, BUT A MEANS TO IMPLEMENT OUR STRATEGY
We can innovate faster with shorter time to market and so improve customer satisfaction We are more efficient and more flexible We are more attractive employer, our employees have more freedom and responsibility. WE HAVE CHOSEN TO BE AGILE FOR THREE IMPORTANT REASONS
SLIDE 5
HOW DO WE GO ABOUT IT?
SLIDE 6
09/10-11/2018 6 C1 AGILE@KB CASE STUDY
AGILE@KB IS MAINLY CHANGE OF CULTURE, NOT CHANGE OF DEVELOPMENT METHOD
processes control trust ego cooperation avoiding mistakes learn from Focusing on Focusing on Focusing on Trying to them people
SLIDE 7
09/10-11/2018 7 C1 AGILE@KB CASE STUDY
WHAT DO WE BELIEVE IS A CORE FOR A SUCCESSFUL AGILITY JOURNEY IN BIG INSTITUTION?
Define a clear purpose Align leadership and be willing to let go Approach change holistically, not individual levers Dare to jump in the unknown, let go & learn Find your best answer – no single formula It is all about the people Culture is king Balance autonomy and alignment
?
SLIDE 8
09/10-11/2018 8 C1 AGILE@KB CASE STUDY
WE ALSO DON’T FORGET ABOUT THE AGILE WORKSPACE
OPTIMIZED FOR COLLABORATION AND FLEXIBILITY, WHERE TEAM MEMBERS CAN GATHER INFORMALLY TO SOLVE PROBLEMS AT HAND
- Creative workspace for team stand-ups
- Plenty of wall space for our boards
- Meeting rooms for cross-team working sessions
- Tribe works in a large, collaborative workspace,
where people can talk to each other freely
- Each Squad sits together in the Tribe floor
SLIDE 9
09/10-11/2018 9 C1 AGILE@KB CASE STUDY
TO SUMMARIZE OUR EFFORTS, WE ARE MOVING FROM “CENTRALIZED CONTROL” TO “AUTONOMY WITH ALIGNMENT”
Specialized teams organized hierarchically by function,
- ften in silos
Cooperation through projects and coordination through various “governance mechanisms”, with escalations and handovers Trying to build “accountability” and “engagement” as if “despite” the system Management by process with many centralized elements and “points of control” Despite many control points, efficiency lacking with projects often delayed, over budget or misaligned with initial delivery requirements Cross-functional, autonomous teams organized by their purpose and deliverables Cooperation displayed in service, not handovers Full “end to end” ownership, resulting in natural accountability Alignment built through clear explicit strategy, shared backlog of work; frequent “conferences” May feel like “less under the control” with many smaller, rather autonomous teams, but ultimately more influence
- n what is happening
SLIDE 10
ZOOM ON LIGHTHOUSE TRIBE
SLIDE 11
09/10-11/2018 11 C1 AGILE@KB CASE STUDY
THE PATH OF BUSINESS FINANCING TRIBE – OUR LIGHTHOUSE TRIBE
TRIBE LEADER WITH NO FORMER EXPERIENCE IN AGILE? NO PROBLEM! Launch of tribe 30.7.2018 How did the first months after my announcement as a tribe leader look like? What was the first challenges I needed to face?
SLIDE 12
09/10-11/2018 12 C1 AGILE@KB CASE STUDY
WHAT EXACTLY WE CALL A LIGHTHOUSE TRIBE?
Serves to set up the agile way of working in the entire bank Very important position – creating, testing the new ways of working and structures and giving feedback FIRST TRIBE CREATED AND LAUNCHED THE ONE, WE ARE LEARNING ON THE MOST
SLIDE 13
09/10-11/2018 13 C1 AGILE@KB CASE STUDY
Identify products & processes Identify applications you interfere with Find the logic & divide tribe into squads Staff your squads with people Solve operative issues HOW TO BUILD A TRIBE IN A BIG CORPORATION? PROPOSAL FROM BUSINESS FINANCING TRIBE
LIGHTHOUSE TRIBE: WHAT DO WE FACE CURRENTLY?
SLIDE 14
09/10-11/2018 14 C1 AGILE@KB CASE STUDY
BUSINESS FINANCING TRIBE USES COMPLEX SYSTEM OF CROSS-FUNCTIONAL TEAMS. THE SAME SYSTEM WILL BE USED FOR THE ENTIRE DELIVERY ORGANIZATION.
Squad N
Tribe
Squad 1 Squad 2
… … …
Chapter 1 Chapter N
… …
Chapter 2
…
KB customer
Tribe Leader
CoE
CoE Leader Agile Coach
We are transforming in:
- Tribes
- Squads
- Chapters
- Centers of Expertise
New roles and positions:
- Tribe Leader
- Agile Coach
- Product Owner
- Chapter Leader
SLIDE 15
09/10-11/2018 15 C1 AGILE@KB CASE STUDY
How will the tribe be managed? What ceremonies will we use to make things work smooth? What is the most effective way to transfer our experience to other tribes? HOW TO MAKE THE TRIBE WORK? WHAT ARE THE QUESTIONS I WAS SEARCHING ANSWERS FOR?
LIGHTHOUSE TRIBE: WHAT DO WE FACE CURRENTLY?
SLIDE 16
Be patient Don´t be afraid
- f mistakes