In recent years, quickly transformed into a standard bank transformation, from the beginning of the transformation of IT agility, and now the bank's strategic transition to agile, agile priorities and the extent of the transformation of the bank in continuing to enhance and expand.
As agile consultant, we see this phenomenon both happy and worried. Joy is that more and more banks dare to step in the transition, and found the transition fairly correct direction (agility transformation). Concern is "agile" fired term overheating, industry flaunt a lot of quick success stories, leading banks began to blindly follow a standardized practice agile, agile transition gradually turned into a form of movement, even the final harvest micro. In the transition landing bank, we chose the more common two dimensions: organizational management and innovation, which summarizes some errors in transition, but also to share suggestions for improvement, hope to initiate further discussion and Thinking.
A. Only attach importance to business transformation, do not attach importance to science and technology transformation
final results of bank restructuring, reflected in the bank to enhance the performance of (broadly) a. Thus, within the line will enhance the performance of a transformation goals, such as to enhance the deposit, to enhance the effective number of users, etc., and the establishment of an integrated organizational structure, such as tribes, division, etc., for the organization issued performance goals, organization-wide members are performance goals. This logic seemingly no problem, but when the full commitment of performance indicators, pay attention to management and they will ignore the importance of science and technology. Inline scientific and technical personnel tend to a managerial position, to manage the implementation of the outsourcing vendor, product referred to outsource more technology vendors responsible for implementation, so since the banks continue to lose scientists and technology technical capacity will write code. With the continued in-depth restructuring, the business began to complain about the efficiency of product development, complained that there is no perfect tool platform support, and even the production line fault frequent attack. The final conclusion is given, faster business transformation, technological transformation is slow, science and technology drag on overall transformation. (Now there are even organizations first and then technology management Transformational thinking on the overall transformation strategy ...)
enhance the technological capabilities of the bank is the cornerstone of the overall transformation of scientific and technological capacity building continued investment takes a long time.
Frankly, in the bank as long as there is sufficient support of senior leadership, organization, or business transformation is relatively rapid, but to enhance scientific and technological capabilities in the row, and can not do in a short time, such as decoupling, continuous delivery tools construction, and other platforms to enhance research and development capabilities, and stick to science and technology but also to avoid the technical risk and meet compliance requirements, but the strength of science and technology R & D capability directly affects the speed of response of the external forces affecting the organization. So in the overall transformation process, need to focus on technological transformation, increase investment in science and technology transformation, or even need to enhance the technological transformation of the highest priority to science and technology to make the transformation in business. Science and technology is the ability of banks like a car engine torque, regardless of the car's appearance more beautiful, low torque, is run faster.
II. Only emphasizes self-organization, do not attach importance to fully enabling
enterprises in the wide open division finished Organization broad ax, often without a set with the flow of the organizational structure of the operation, methods, leadership want the organization to adjust the team can customize the operation of the organization. Experience in team skills, short board, stressed T personnel, lack of testing we are tested, we are all missing operations operations. However, empathy to the angle of bank employees before the transition, we have been thinking that the compliance processes together to do things within the purview of a sudden it was all wrong, and suddenly want to switch to another operating mode in fact it is very difficult to adapt.
Ignore this change is difficult, in fact, lead to consequences are: the establishment of the new team, the team is still in accordance with the inertia of old thinking, old ways of functioning, a problem solved by "personal relationship"; each team role does not clear their own position and personal development, feel that what they are doing things on their own personal growth are confused; ultimately, lead to the operation of the operation team, especially across teams serious internal friction.
The premise of self-organization and team T talent is: can the team has been stable operation, have their own qualified staff.
In the early transition we need to form a detailed set of criteria for the operation and the division of responsibilities, to tell the newly formed team, how the collaboration inside and outside the team, how the personnel division of labor, their career path look like. Of course, this mode of operation and the division of responsibilities is not a predefined standardized, is not static, we need to continue the operation of the team are summarized in the method of operation in the row set of the most suitable and constantly updated. Once you have a method with the inside and outside of the team gradually understanding, the rules have become lies at the heart of the "hidden rules", eventually forming self-organizing teams. Team personnel under the premise of their work is ready, hoping to break their own to get more growth, so try other areas of expertise, and eventually become T talents.
Each character has a corresponding maturity standard, traction grow, and there is a clear hierarchy promotion channel
III. Actively building internal tools platform, but behind closed doors
agile operation, from requirements to code to operation and maintenance are required platform and tools support. Designers seem to all internal tools platform, it carries all a dream, is to make a set end to end management platform, the demand, the progress of the code, BUG, etc., to manage. They first overall design process, re-engineering operations classification, add flexibility, and then ... the final system on-line, leading a strong push three months later, the team feels good to use the system, but because it is leading a strong push did not say, began to form a working mismatch, the system records about privately with management tools such as Excel, even beautiful team to data on the system, start selectively operating system, causing a false picture of prosperity. This is a great organization internal friction.
Internal tools platform is to serve the internal team, assisted internal team operations. And the process quantized data, in order to improve continuously driven.
Users who first need a clear internal tools platform yes. Obviously, in order to achieve the "dream", we default to the user platform is the platform of the designer, he has had his own ideas for the design of the platform. But the real platform is user-house team, needs and pain points should come from within the team. Demand from the team, there will be a clear priority needs, platform designers need to understand the pain points and then the real needs of the overall planning and design of the platform, and according to the idea of MVP to deliver real help to the team. Of course, our ultimate goal is to get the product implementation process data through an internal platform, this data is not evaluation, but to find the problem points in a process, then be addressed, so as to enhance the overall efficiency of the product flow, do the quantitative data-driven continuous improvement, the team continued to improve efficiency.
A bank can use to configure the product to adjust Jira demand management, schedule management and implementation. Two weeks to make a quantified data reporting system through the API interface of Jira
IV. Excessive focus on innovation performance indicators, but it ignores the required soil and innovation space
threatened by the Internet company's products, banks in the transition process also hope to create their own innovative products and even explosive product. The way to build team learning organization often innovative approaches, such as emphasis on user-centric, user journey, and so on. After the team to an innovative task, requiring a team to create within six months (1) of innovative products, while the team also burdened with the original performance KPI. The next step is to create a team full of passion, times and results reporting times and hit, "What can produce to enhance the performance?", "This could reflect the bank What are the characteristics?" And so on all the way around the ear in the team . The final team chose to give up self-innovation, do not try to convince the leadership, obey the leadership change, what the leadership wants, what to do, whether good or bad, eventually became a leader of innovation innovation team to do is deal with superficial leadership.
Innovative top-level design decisions innovation environment, innovation is the premise of the work can be carried out benign. Innovation environment, innovative space staff provide a relaxed, allowing the culture of trial and error, the formation of a bottom-up innovation-driven, top-down support. Innovation is a probability learn something, so we did not want a certain team or organization responsible for doing innovative products, but rather launch a full offer innovative ideas, such as innovation and competition, innovation marathon. Innovation is not a short time can really bring to enhance the performance of the bank, more ecological layout, trapping the user, so we have enough space to innovation and support, less interference innovation process, not in the early excessive the emphasis on profits, encourage innovation, and more support for innovation. Now common practice in the bank is set up internal innovation incubator, collecting ideas through hands full, and then select high potential selection of ideas, give resources to support, hatching ideas through independent internal hatch, of course, the process will be in accordance quarter exit mechanism, immediately turned out to be impractical or exit, rapid trial and error.
Operational innovation incubator schematic
summary
now more and more banks taken the first step agile transformation, but the top-level design bank restructuring difficult, landing more difficult. In the two most important aspects of dimension "organization, management and innovation", we observed that some of the above errors, our view is that:
1, enhance the technological capabilities of the bank is the cornerstone of the overall transformation of scientific and technological capacity building needs a long period of sustained investment , can not be ignored technological transformation;
2, the premise of self-organization and team T personnel are: a team can have stable operation (clear mode of operation), the members of their work has been competent. The transition process requires adequate guidance and empowerment, so that the transition can be a smooth transition;
3, unified internal tool platform is necessary, but not behind closed doors, core consumer platforms are internal teams, value lies in the operation of the auxiliary internal team, the platform design and construction need to demand these internal teams as the center, iterative product delivery and verification;
4, innovation requires business-oriented, but also the need for innovative soil and the environment - more relaxed for innovation, allowing the test wrong culture and support bottom-up driven, top-down.
Finally, we, as a bank restructuring landing, hope to have more communication and discussion with the industry, we work together to do their part for the transformation of domestic banks.
(Source: ThoughtWorks Business Insight)
