elec2017 3.1 a. darabos - the journey to lean via the lens of the individual
TRANSCRIPT
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
