Being Agile - Be LeaderlyAgile Impacts at MetLife Confidential – for MetLife internal use only 40+...

Being Agile

Christine Babowicz

Execution Excellence, Global Technology Services

May 30, 2019

Confidential – for internal use only

Draw a Kanban board with the following states:

to-do, doing, done

At your tables discuss your desired learning

outcomes on Agile/agility, personal agility

Write the outcomes on sticky notes and

place in the ‘to-do’ column

Kanban your learning outcomes Start with the end in mind

10 min

Kanban =

Japanese for

‘card you

can see’


Today’s Agenda

Why Agile at

MetLife?

How we plan

to approach

change

What is

Agile?

• Problem statement

• Benefit & industry data

• Managed change

• Governance, process agility

and talent

• Values, principles

and behaviors

• Key concepts

• Agile in practice!


Why is MetLife using Agile?

“Since 2000, 52% of the names on the Fortune 500 list are gone either as a result of mergers, acquisitions, or bankruptcies.”

Teresa Novellino New York Business Journal

“When the Fortune 500 list is released 60 years from now in 2077, almost all of today’s Fortune 500 companies will no longer exist as currently configured.”

Mark Perry American Enterprise Institute

October 2017


The Founder’s Mentality How to overcome the predictable crises of growth

https://www.youtube.com/watch?v=Rr3VZKIWu44

https://www.youtube.com/watch?v=Rr3VZKIWu44

https://youtu.be/OqmdLcyES_Q

© Scaled Agile, Inc.

Digital disruption

is affecting

every industry

across the

globe.


© Scaled Agile, Inc. 1.9 © Scaled Agile, Inc.

It’s not just tech companies.

From shipbuilders and farmers to banks,

airlines, and government agencies,

virtually every major organization is on

some sort of digital transformation journey.


“Every business is a software business now.

Agility isn't an option, or a thing just for teams, it is

a business imperative. But we struggle building big

systems. What’s needed is a Lean Enterprise.”

—Dean Leffingwell Creator of SAFe

@DeanLeffingwell


Introducing the

Lean Enterprise

The Lean Enterprise is a thriving digital

age business that delivers competitive

systems and solutions to its customers

in the shortest sustainable lead time.


Delivers business results

30 – 75% faster

time-to-market

10 – 50% happier,

more motivated

employees

20 – 50% increase

in productivity 25 – 75%

defect reduction

See scaledagileframework.com/case-studies © Scaled Agile, Inc.

http://scaledagileframework.com/case-studies


• Value released 2-4X faster with 100% predictability

• Customers appreciate ability to provide feedback

• Resource-optimizing to flow-optimizing organization

• Adaptability with creative customization

• Raised employee engagement by 15-20%

• What took 6 months before, now takes 2 months

• 100 people from Waterfall to Agile in 1 week

• IT and business engagement increased Scaled Agile

Industry Benefits

• 20% gain in market share

• Released 17 times in 7 months compared to once every 6 months previously

• Saves $12M and 18 months ahead of schedule

• IT delivers requested capabilities 80-90% of the time

See scaledagileframework.com/case-studies

http://scaledagileframework.com/case-studies


MetLife Lean-Agile Center of Excellence Leveraging innovation to accelerate success

MetLife has launched a rapidly growing, global Lean-Agile

delivery model aimed at faster time-to-market and increased

innovation.

Investments, HR, regional distribution and IT have already

captured these Agile benefits and we are fast-onboarding new

initiatives to drive success.


Agile Expansion at MetLife

10% One year

2018 2019

KEY PROGRAMS HIGHLIGHTS

Also through Agile, we were able to launch the apps out first with 4 main products to allow users to familiarise with the apps before migrating the rest of the products over for the full product suite. This allowed us to also fix codes and concentrate on delivering the best user experience to the users.

IT Automation

eClaims Digital Form - Australia

Omni Channel

iEasy - Malaysia

Japan Agent Mobile App

Disability Evolution

Big Data

• Accelerated minimum viable product release by 5 months and saved an estimated eight months of vendor effort cost.

• Project start to production-ready form and system integration achieved in only 18 weeks

• Team won two Global awards for their integration based on ACCORD standards

• Forms available to new funds in weeks instead of months

“

” James Peris, IEasy Mobile App

Japan Agent Mobile App

eClaims Digital Form - Australia

5%

Conf idential – for MetLife internal use only

Agile Impacts at MetLife 40+ Active Projects in 12 Countries

United States

United States

EMEA Region

Omni-Channel

automated Quality

Assurance w eb testing,

reducing time by 70%;

enterprise customer

feedback management

platform improved overall

customer experience rates

by 10 times .

IT Automation automated 68K hours of manual effort; implemented platform in less than 5 months, 25% faster than industry average.

Regional Agile Transformation w ill launch first 2 pilots in June (UK & Poland) 2020 Lean Annual Planning in progress.

Application & Underwriting increased straight-through processing rate from 55% to 65%.

Nepal

Digital Customer Onboarding Platform increased f ield sales agent productivity by more than 50%.

Japan

Mobile Application for Sales Agents increased speed by more than 4 to 5 months, saving 8 months of vendor costs.

Australia LATAM Region

Emerging Women

Leaders Agility

Workshop May 2019.

Agile Pilot kickoff

coming Q3 2019.


The power of female leaders in the Agile enterprise


EXERCISE

At your tables discuss the importance of diversity

of thought

Discuss the differences each of you are able to

contribute to a common mission at work

Share out

Diversity of Thought Bring your whole self to work – it drives innovation

10 min


Men/Women in leadership positions are better at each of the following

In business, female

leaders seen as more

compassionate than men;

men more likely to be

seen as willing to take

risks

Source: Surv ey “Women and Leadership 2018” | Pew Research Center | July-2018


To ensure there is diversity of

thought within leadership teams,

organizations should:

• Encourage more women to take

leadership roles

• Use tools to assess strengths and

build leadership skills

Male and female leaders have different leadership styles

Source: The Impact of Gender on Leadership Styles | Hudson

Transformational Leadership:

Transformational leaders aim to

enhance the motivation, morale and

job performance of followers by

working with teams to identify

needed change, to create a shared

vision and to guide through

inspiration.

Women have a more transformational leadership style

Source: adapted from Wikipedia

A firm with 30% female leaders adds more than 1 percentage point to their net margin compared to similar firms with no female leaders. (with a typical net profit margin of 6.4%, a 1 percentage point increase represents a 15% boost to profitability.)

Peterson Institute for International Economics Survey of 21.980 firms from 91 countries

Fortune 500 companies with women in top management experience an ‘innovation intensity’ and produce an average of 20% more than teams with male leaders.

A 2002-2014 study compared the returns of Fortune 1000 companies led by female CEOs to those of the S&P 500. During that time period, the companies with women at the helm saw returns that were 226% higher. Eller College of Management,

University of Arizona

Boston-based trading firm

Quantopian

Are female-led companies more successful?

Source: My Exec Organizational Culture | York Blumberg, CNBC Make it

“In the future there will be no

female leaders.

There will just be leaders.

Sheryl Sandberg


How is MetLife approaching change?


Agile transformation journey map

Start Conduct

Pilots

Demonstrate

Value & Results

Earn Buy-in -Practitioners

-Executives

(GTO,

Regional

Leads)

Trust

Demand

Momentum

Competency

Compelling Case

for Change

Organize

Around

Opportunity

RAD

GITO

Regions

Value Stream

Alignment

Establish

Patterns

-Org Model

-Funding

DevOps

LPM1

Multi-modal

Talent

Optimizing Flow

of Value

Organize

Around

Value

Piloting Agile Execution at MetLife

Extending to the Enterprise

12 Months 2017 2018

What is the right pace for the organization?

1Lean Portfolio Management.

2018 ?

Confidential – for MetLife internal use only

Pervasive Agility Approach Agile Fit Assessment to Sustain Delivery

Amplify

Advocates

SUSTAIN VELOCITY

Accelerate

with

targeted

education

Embed,

execute &

expand

Global

alignment

with local

execution

LAUNCH TEAMS TRAIN

THOUGHT LEADERS

TRAIN EXECUTIVE LEADERS


Application Development

Infrastructure

HR/Talent

Marketing / Sales / Finance / Etc

Specific

applications

of agility

depending

on the work

and

business

context

Applying Agile

-Product

-Direction

-Strategy

-Content

Leadership

Learning Path

Operating Agile

-Facilitate

-Operate

-Team Ops

General

Agility

applies to

most areas

Workforce of the ‘Agile’ Future: Talent learning paths


What are the values, principles and behaviors of Agile?


Think Differently Exercise: experience the fixed and growth mindsets

8 min

“The single biggest driver of business impact is the strength of an organization’s learning culture.”

Josh Bersin Founder of Bersin by Deloitte, best-selling author,

and global industry analyst focused on corporate HR


17 Software Developers met in Snowbird, Utah, US in 2001

Accurate estimations; failed delivery (customer acceptance)

Seek an alternative to documentation driven, heavyweight software development processes

Arrived at the Agile Manifesto and Principles

History of Agile


Embrace Lean-Agile values

Individuals and interactions over processes and tools

Working solutions over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

Agile Manifesto1

That is, while there is value in the items on the right, we value the items on the left more.

We are uncovering better ways of developing solutions by doing it and helping others do it. Through this work we have come to value:

1 The word “software” is used in the original version. This version has been updated to use ”solution” in place of “software” as we’ve found that solutions across and throughout the business see great

benefit from leveraging these principles. Source: https://agilemanifesto.org/principles.html

32


Principles behind the Agile Manifesto 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable solutions.

2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive

advantage.

3. Deliver working solutions frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

4. Business people and developers must work together daily throughout the project.

5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

7. Working solutions are the primary measure of progress.

8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace

indefinitely.

9. Continuous attention to technical excellence and good design enhances agility.

10. Simplicity--the art of maximizing the amount of work not done--is essential.

11. The best architectures, requirements, and designs emerge from self-organizing teams.

12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

1 The word “software” is used in the original version. This version has been updated to use ”solution” in place of “software” as we’ve found that solutions across and throughout the business see great benefit from leveraging these principles.

Source: https://agilemanifesto.org/principles.html


Read the 12 Agile principles

Group discussion on which value resonated the most

Identify which principle you want to focus on as part

of your Lean-Agile leadership development plan

Can you spotlight a leader that exhibits one or more

of these principles as part of who they are?

What principle do you value the most?

10 min


Agile has Lean roots Ultimate goal: Deliver value in the shortest sustainable lead time

• Don’t overload them

• Partnerships built on trust

“Culture eats strategy

for breakfast” - Peter Drucker

• Build quality in

• Integrate frequently

• Informed decision making via fast

feedback

• Optimize the whole

• Apply lean tools to identify and address

root causes • Reflect at key

milestones

• Provide time and

space for creativity • Apply innovation

accounting (MVP) • Pivot without mercy or

guilt


In order to win in the marketplace

we must first win in the workplace

through:

Autonomy

Mastery

Purpose

Drive: The surprising truth about what motivates us

https://youtu.be/u6XAPnuFjJc

https://youtu.be/u6XAPnuFjJc


What Agile does differently…

Cost Cutting & Administrative Efficiency Value Creation & Talent Interaction

Project Approach & Process Thinking Iterative Approach & System Thinking

Prescriptive & One-Size Fits All Co-created & Personalized

Command & Control Micromanagement Empowerment & Inspiring Leadership

Negative, Reactive & Historical Positive, Proactive & Forward Looking

Control & Secrecy Trust & Transparency

Career Path Meaningful Growth

Blame Accountability


What is Agile? Key Concepts


What is Agile?

An iterative and adaptive

approach for developing and

delivering solutions.

There is no single Agile

method.


Maximize value in shortest sustainable lead time


In Agile we organize around value Agile teams cut across silos

Receipt of

Application

Verify

Details Underwriter

Quote

Generation

Customer

Acceptance

Generate

Policy #

Send Policy

Documents

Customer

Receives

Policy

Agile

Teams


Fixed

Flexible

Flipping the triple constraint triangle In Agile, we value fixed schedule (sprints) and cost (budget)

Scope

Scope Schedule Cost

Schedule Cost

Plan

Driven

Value

Driven Plan

Driven

Value

Driven

Agile

Traditional


Agile economics: deliver early and often

Documents Documents Unverified System System


Step 1: Create groups of 5 people with 10 coins per group.

Designate one person as the timekeeper. The remaining

four people will be processing the coins.

Step 2: Person by person, flip all coins one at a time,

recording your own results (heads or tails)

Step 3: Pass all coins at the same time to the next person,

who repeats step 2, until all four are done

Step 4: Timekeeper stops the timer and records

the total time

Experience a large batch size Activity-based learning

5-10 min


Step 1: Ensure that the timekeeper is ready to start the timer

Step 2: This time, each person flips one coin at a time,

records the result (heads or tails) and immediately passes

each coin to the next person

Step 3: Timekeeper will stop the timer when the last person

flips the last coin and records the result

Experience a small batch size Activity-based learning

5-10 min


Small batch, hypothesis-based execution

Each Epic:

Has a hypothesis

Defines a Minimum Viable Product

(simplest thing that can possibly prove

the hypothesis)

46


Agile Economics: Deliver early and often w/ MVP


Limit Work-in-progress (WIP)

Tichnor Brothers, Publisher [Public domain]


The Agile Team: Bringing it all Together Delivering early and often, in small batches, by limiting WIP, pulling quality forward

Backlog Demo /

Feedback with

Customers Delivery

Team

PO

SM

Retro:

Inspect &

Adapt Sprint (usually about two weeks)


A video on servant leadership and greatness




You will build a bridge from MetLife Campus to MetLife Island

using LEGOs.

You will do this iteratively over three rounds (sprints)

Timing for each round: 1.5 min to plan, 3.5 min to build

At end of each round we will have a combined demonstration

and retrospective. This emulates Plan-Do-Check-Adjust

cycle of an iterative delivery.

Agile principles in practice! Experience agility through a LEGO simulation

30 min


Do we have a bridge?

Was is beneficial to have the customer present? What could

have been avoided by engaging the customer?

What realizations did you have?

Working in silos, lack of integration, other teams building,

unaware of other teams existing

We have completed our first cycle of

Plan-Do-Check-Adjust. The demo “check-adjust”

provides full transparency allowing to adjust

immediately

Agile principles in practice! Round 1 Demo/Retro


In Agile, we gather fast feedback through prototyping (MVP)

Think about how to quickly complete a prototype and gather

feedback from other groups (bridge groups, steps groups)

Another concept in Agile is pulling quality forward. Often groups

are left until the end like Audit, User Testing, Risk, etc.

In our scenario we have two groups: Marketing, Site Ops

Please read aloud your requirements

Adjust per our demo/retro in Round 1 and be sure

to add those new requirements!

Agile principles in practice! Round 2 Instructions


Do we have a bridge per requirements?

Enhanced prototyping – did it work?

Additional integrations – did it work? Think we would have a

bridge if we didn’t?


Frequent integration helps likelihood of delivering working

product.



In Agile, we connect teams into a network. Which other teams

do you most need to work with and what do you need to ask?

Get these questions answered during planning

Consider gathering in a common place for frequent integrations

Remember – get frequent feedback from your customer. When

in doubt, just ask!

Agile principles in practice! Round 3 Instructions


Do we have a bridge per requirements?

Did you feel more productive in round 1 or 3?

Did the customer help?


The tools you used today such as collaboration,

prototyping, frequent integration and fast customer

feedback are the same tools that are benefitting our

real customers at MetLife, globally.

Flex your growth mindset and form new winning habits!



Retrospective


1. Gather topics on post-it notes

2. Gallery walk to review topics

3. Each person gets 3 votes

4. Start with the topic that received most votes

5. Each topic gets 3 mins then group vote on if we should continue

on the same topic or move to the next

Lean Coffee Open space to discuss items


• Check our Kanban boards!

• Continue to flex your growth mindset – develop new winning habits!

• Join (or chair!) a local Women in Agile community (WiA)

Launching new voices

Seeding local communities

Conference Allyship

Closing remarks Thank you!

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