Experimenting with agile to maximize value delivery
0 likes252 views
ü Adopt a product-oriented organizational structure, improve interactions between business and IT, and redefine managerial roles and responsibilities to transition from silos to Agile teams of 150 people growing to over 500. ü BBVA saw increasing customer demand for digital convenience and customization, driving digital disruption in banking. ü After initially using traditional "business as usual" and waterfall approaches, BBVA transitioned to Scaled Agile over two years, growing from 10 initial teams to 35+ teams. ü Benefits included a unique remote customer experience, significant increases in digital acquisition and digitization, and unprecedented growth in digital sales.
![Experimenting with Agile to maximize value delivery
Agile supports the digitization journey
[http://www.mckinsey.com/Business-Functions/Business-Technology/Our-Insights/An-operating-model-for-company-wide-agile-development]
ü Adopt a product-oriented organizational structure
ü Improve interactions between the business and IT
ü Redefine managerial roles and responsibilities
ü Reconsider budgeting and planning models](https://image.slidesharecdn.com/experimentingwithagile-161210115442/85/Experimenting-with-agile-to-maximize-value-delivery-2-320.jpg)
Experimenting with agile to maximize value delivery
- 1. Gerardo Ponte London, June 2016
- 2. Experimenting with Agile to maximize value delivery Agile supports the digitization journey [http://www.mckinsey.com/Business-Functions/Business-Technology/Our-Insights/An-operating-model-for-company-wide-agile-development] ü Adopt a product-oriented organizational structure ü Improve interactions between the business and IT ü Redefine managerial roles and responsibilities ü Reconsider budgeting and planning models
- 3. Experimenting with Agile to maximize value delivery Some BBVA facts ≈ 15 million digital customers
- 4. Experimenting with Agile to maximize value delivery Progressive acceleration of the demand for convenience (zero tolerance for waiting or going to a branch… if there is no clear value added) High expectation of customization of the product, price & experience Key drivers of digital disruption in banking 1 3,5 3 6 10 14 Branch only + ATM and call center + Web basic +App basic +Servicing (web and app) +Purchase (web and app) Relative # of interactions per customer
- 5. Experimenting with Agile to maximize value delivery However, two years ago we were still working with a business-like-usual approach: silos... Digital Payments Digital Sales Digital Acquisition Digital Servicing PFM ...
- 6. Experimenting with Agile to maximize value delivery BizDev BizDev IT IT IT ... and predictive methodologies (waterfall)
- 7. Experimenting with Agile to maximize value delivery mid-2014 Digital Banking CEO Digital Transformation New Digital Businesses Big Data Open Platforms ... But... "if you want different results, do not do the same things"
- 8. Experimenting with Agile to maximize value delivery - Is Lean and Agile - Can grow and scale - There is evidence it works - Has a common vocabulary - Has an implementation roadmap - Standard practices (Scrum, XP...) - Good support from Agile communities And Scaled Agile showed up as an option
- 9. Digital Payments Digital Sales Remote capabilities PFM Digital Acquisition ... Experimenting with Agile to maximize value delivery Digital Transformation System Teams A Big Bang followed by organic growth From 10 teams, 150 FTEs to 35+ teams, 500+ FTEs
- 10. Experimenting with Agile to maximize value delivery Embedding a Design process is uncomplicated
- 11. Experimenting with Agile to maximize value delivery Compensate Time Productivity (Disclaimer: It will get a little worse before it gets better)
- 12. Experimenting with Agile to maximize value delivery Agile Team CoP Scrum Masters Business CoPs (PO's, BA's) Technical CoPs (Testers, Front Dev's, Back Dev's...) Portfolio + Program Managers Program 1 Program 2 ... Agile requires relentless improvement (kaizen)
- 13. Experimenting with Agile to maximize value delivery Main benefits so far - Unique remote experience, blending digital and assisted channels - Significant increase in digital acquisition and digitization - Unprecedented increase in digital sales
- 14. Experimenting with Agile to maximize value delivery Summary of lessons learned - Top management support is crucial - Executives must play the role of change agents - Agile coaching is essential at all levels - Keep internal staff in key positions (e.g., POs, SMs) - Establish Inspect & Adapt at Portfolio level - Transition from tactical approaches to a strategic vision - Spare no efforts to ensure software quality - Take good care of the business guys!
- 15. Gerardo Ponte linkedin.com/in/GPonte Scrumastering.com Experimenting with Agile to maximize value delivery