SLIDE 1
We can’t all be Spotify
(nor do we want to be)
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Tony Christensen
We are a bank of brands
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We cant all be Spotify (nor do we want to be) Tony Christensen - - PowerPoint PPT Presentation
We cant all be Spotify (nor do we want to be) Tony Christensen - - PowerPoint PPT Presentation
We cant all be Spotify (nor do we want to be) Tony Christensen Information classification: External We are a bank of brands Information classification: External Conditions for change REGULATION Demanding competition CUSTOMERS Increasing
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SLIDE 3
Conditions for change
REGULATION Demanding competition ECONOMY Continued underperformance CUSTOMERS Increasing expectations TECHNOLOGY New and disruptive
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SLIDE 4
We need to be Digital!
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SLIDE 5
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Source: https://www.scribd.com/document/113617905/Scaling-Agile-Spotify SLIDE 6
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SLIDE 7
You can always use a shoe as a hammer
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SLIDE 8
Organisations are different
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SLIDE 9
Where is the greatest leverage?
Practices & Structures Vision, Purpose, Values Paradigm Shifts: Culture
With acknowledgement to Donella Meadows http://donellameadows.org/archives/leverage-points-places-to-intervene-in-a-system/
Tools
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SLIDE 10
How did we decide what to do? Physicians Model
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Symptom
- ms
- Costs of change and run are too
high
- Takes too long
- Do not deliver predictably
- Innovation is not the norm
- Change is hard to deliver
- Too much complexity and debt in
Technology
Diagnos
- sis
is
- Cause of problems occur early in the
life cycle of planning
- Separation of teams and Silos cause
isolated decision making and introduces cost and delay to delivering business value
- Projects perform unnecessary work
and not always working on the right things at the right time
- Governance and Control processes
fragmented, complex, costly and slow to navigate. Designed to be robust but not designed for efficiency
SLIDE 11
The Scaling@RBS Model is…
particular to RBS; copying it
will not help you.
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SLIDE 12
A journey of learning… and unlearning
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SLIDE 13
Our Leaders are our Beacons
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SLIDE 14
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SLIDE 15
Unexpected Surprises!
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