No financial services organization has completely mastered enterprise agility. Learn more about the practical steps to speed up the journey. To read more visit www.accenture.com/fsenterpriseagility

1. Andy Young or James Tabernor,
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1.
2.
2X the probability1
of
Velocity & adaptiveness
55%
39th
25%
percentile
Stable foundational base
41st
percentile
Only 4%
• Assess your agility
• Prioritize
• Create a roadmap
• Appoint strong
change leaders
• Learn rapidly
• Engage Leadership
• Pilot agile on small
projects
• Appoint and empower
product owners
• Pilot decentralized
decision-making
• Set up
multi-disciplinary
teams
• Launch new ways
of working
• Extend agile to
change projects and
‘run’ operations
• Focus on speed to
customer value
• Boost delivery
discipline and capability
• Roll out DevOps and
drive collaboration
• Speed up wider
governance and
decision-making
• Implement a scalable
agile method
• Rewire the organization
incrementally for speed
and stability
• Nurture growth
and learning mindsets
• Accelerate decision
making, governance
and funding
• Decouple and
simplify technology
• Enable multi-speed
processes
• Foster more digital,
more human leaders
VS.
AGILITY IS CRITICAL FOR
FINANCIAL PERFORMANCE AND
COMPETITIVE ADVANTAGE
THE AVERAGE FS FIRM HAS LOW AGILITY
TO BECOME TRULY AGILE, FS FIRMS
MUST REWIRE THE ORGANIZATION
ACROSS 9 KEY ELEMENTS OF
ENTERPRISE AGILITY:
GET STARTED
INTRODUCE
AGILE
SCALE
AGILE
EMBRACE
ENTERPRISE
ABILITY
JOURNEY TO ENTERPRISE AGILITY:
ENTERPRISE AGILITY
IN FINANCIAL SERVICES
THE NEW STRATEGIC
IMPERATIVE
LEADERSHIP
1
CULTURE
2
RISK AND
GOVERNANCE
4
REWIRING THE
ORGANIZATION
6
CHANNELS AND
OPERATIONS
8
AGILE CHANGE
3
FUNDING AND
INVESTMENT
5
WORKFORCE
7
TECHNOLOGY
AND DATA
9
They achieved a high average annual
increase in EBITDA2
(2007 – 2017)16%