E L E C 2 0 1 7

Story of abanking

transformation.

The Individual's Journey to Lean

Presented by: Andrea Darabos,

Lean Agile Coach 

The individual'schange

How a large bank's individual

employees learned and achieved

business results through lean  

WHEN IT STARTED

SLOW TIME TO MARKET LOW QUALITY

LESS THAN 40% ENGAGED

AT WORK

Our Competition Fintech firms have fast time to market, top talent and lean operations

Our Goals To be a Technology Company

Deliver value "Smaller, Better, Faster" 

Deploy small changes daily

Zero business impacting incidents

WHAT PEOPLE WERE SAYING

"This agile

DevOps stuff

is just the

latest fad.

This too will

pass..."

"We surely cannot

become like

Amazon with our

legacy

infrastructure and

processes""I have been to the

training but I still

don't have a clue

how to apply it in

my job.."

THE INDIVIDUAL'S

JOURNEY

Awareness

Desire

Ability

Knowledge

Reinforcement

INdividual's journey

Awareness of the need for change A

AWARENESSPosters of True North

CIO, CEO videos Gamified leaderboard of teams

Coaches help teams' goal setting Internal early adopter roadshows

Smaller,

Better,

Faster

Releases

gamifying competition

One of our teams built a "leaderboard" contrasting internal teams in their ability to frequently release software to users

Top teams with number of

releases this week

INdividual's journey

Awareness of the need for change

Desire to support change D

A

desireValue-stream aligned, empowered

agile teams

Autonomy, Mastery, Purpose

Fintech newsletter (urgency)

Autonomy,

Mastery,

Purpose

How we performed at that stage

B

A

0

125

250

375

500

Item 1 Item 2 Item 3 Item 4 Item 5

0

0.25

0.5

0.75

1

Item 1 Item 2 Item 3 Item 4 Item 5

Our teams made 1 release every 6 months

50% of releases failed

Time to market: 1-2 years

inverting thePyramid, empoweringteams to improve

Teams were formed around services i.e. value streams. Desireto improve was created via valuestream mapping sessions

INdividual's journey

Awareness of the need for change

Knowledge of how, what to change

Desire to support change

K

D

A

KnowledgeBest in class tech and lean agile training 

Followed up by coaching Value stream maps and visual management

of the delivery cycle A3 and coaching KATA

Identification of 'blockers' in each team Show and Tells, Communities of Practice

Internal blogging peer to peer

VALUE STREAM AND BLOCKERSHow can we go faster, reduce our lead time?

What is blocking us to have smaller, better releases?

Building a habitfrom coachingconversations

We have designed our owncoaching cards in the bank formanagers, team leads to helpcreate a habitual DO-MEASURE-LEARN cycletowards our goals

SELF-ORGANIZINGLEARNING ANDDISCOVERY

We have sponsored, facilitated and enabled various Communities of Practice to cross-pollinate tacit knowledge in the organisation

INdividual's journey

Awareness of the need for change

Knowledge of how, what to change

Ability to implement change in

day-to-day job

Desire to support change

A

K

D

A

abilityLearn to master your work:

Pair programming daily

Embed and rotate specialist

mentors

Learn to experiment:

Hackathons, rapid prototyping

Learn to improve:

Retrospectives

1%  retrospectives

Bite-sized, steady 1% improvementWhat is our target condition? What have we tried in the last sprint? What did we expect? What has happened? What is the next step to improve 1% towards our target?

Read more: Marginal Gains (Dave Brailsford) +TOYOTA KATA (Mike Rother)

INdividual's journey

Awareness of the need for change

Knowledge of how, what to change

Ability to implement change in

day-to-day job

Reinforcement to sustain change

Desire to support change

R

A

K

D

A

reinforcement Retrospective results, A3s

transparent around the company Working software and prototypes are the main

measure of progress Open show and tells

Awards and peer to peer recognition Open dialogue with HR

value stream mapping on HR processes

employeeexperience mapOpen Dialogue and Retrospectives

with our HR change agents

- hiring process

- performance mgmt

- office layout

and more!

Lean mindset reinforced in non-IT

context. Nice!

Bonus: theenvironment

Is this environment conductive to dialogue, creativity and collaboration?

better so...

B = f(P, E)

Behaviour is a function of the person in their

environment.

                                                     Kurt Lewin

Our Goals To be Technology Company

"Smaller, Better, Faster"

Deploy small changes daily

Zero business impacting incidents

HOW you can  BRAINSTORMLEAN LEARNINGACTIVITIES, too!

We used the Change Management

cards from Management 3.0

Download the cards at

bit.ly/m30_change

Thank You!Andrea Darabos

Lean Agile Coach

Lean Advantage Ltd

Andrea@leanadvantage.co.uk