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Mashreq Bank’s Lean Agile Journey…the good, bad and the ugly by Steve Snowdon and Ed Capaldi

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Successful transition and transformation in a traditional banking institution, covering the good, bad and ugly, and how the transformation successfully merged Lean and Agile practices. How Mashreq Agile manifesto came about and how strong leadership ensures customer and employee delight.

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Mashreq Bank’s Lean Agile Journey…the good, bad and the ugly by Steve Snowdon and Ed Capaldi

  1. 1. Mashreq’s Lean Agile Journey Steve Snowdon Ed Capaldi
  2. 2. 3 Mashreq’s journey from Process Re-engineering to Lean Agile & IPA Milestones Business Process Reengineering • Reengineering projects • Business Process Management Lean • Deployment of Mashreq Lean Model across the bank • E2E improvement projects Agile Projects • Business driven cross-functional projects • E2E Process reengineering Lean Agile • Reorganization into Tribes/Squads/ Chapters • Deployment of Mashreq Lean Agile Model Re-engineering & Centralisation • Centralising Operations • Re-engineering Processes TQM • Total Quality Mgt & Processes 1993/4 2017 2011 1998/9 1995 2018 2017 IPA • Automation of Business Processes • Agile approach EVOLUTION …solid foundation of continuous improvement
  3. 3. 4 ‘Make it relevant to you’ Software Focus Bank Focus Mashreq Values Socially Responsible Passionate about Clients Innovative Respect for Colleagues Integrity Transparent
  4. 4. 5 How do we combine Lean & Agile Agile objectives: To deliver exceptional customer experience through: • Intensive collaboration & cohabitation • Accelerated digitization with swift changes • Resulting in operational efficiency and superior performance • Without compromising controls. “Twice as much in Half the time” Lean objectives: • Rooted in Purpose, Process and respect for People • Lean is about creating the most value for the customer • By eliminating waste minimising resources, time, energy and effort. • Effectively ultilising the talents of the people who do the work. Commonalities • Customer centric focus • Improve quality • Amplify learning • Continuous improvement • Empower people • Cross functional collaboration
  5. 5. 6 Source: Lean *OKR – Objective & Key Results Agile PillarsLean Lenses VOC OKR* OPE/Time & Motion Study Blockage 7 Wastes Identification & Elimination Data Analysis (Pareto, Histogram etc.) Capacity Management Huddles (OKR, Sprints, Scrums, Lean Huddles) 1:1 Coaching Log Skills Matrix Agile Team Model (Tribes/Squads) Team Barometer Retrospectives Value Stream Mapping Root-Cause-Problem-Solving Lean Agile Tools & Techniques New Sustain Model Lean Agile Tools & Techniques are designed to achieve the Agile Pillars supported by ‘Sustain’ & ‘Pulse checks’ New Agile Team Barometer
  6. 6. 7 Breaking down the Silos – Needs accountability, maturity, team work Sales Channels Segments Product Owner Support Areas Insights • Disconnect between Segment, Sales Channels and Supporting Functions • No accountability across the E2E process to achieve the desired outcome • Lack of communication and collaborative efforts at each stages of the process / departments • Lack of control over execution of strategic decision at all stages of the process • All stakeholders located in different locations Insights • Each Segment Head will have their own P/L to manage (mini CEO) • Each Segment will have a combination of Product, Sales & Service Support teams, in order to establish E2E accountability • Sales team selling the products dedicated to it’s own Segment • Each Product will have a Product COO, which will have E2E accountability of the fulfillment process • Utility products are sold across all Segment’s • Co-Location where feasible – e.g Compliance with Business Chapter members embedded in each Product Squad (Operations, Compliance, Tech, Risk with MBO alignment)
  7. 7. 8 2018 Tangible Results – via Objectives Key Results (OKR)Revenue/Cost ProcessEfficiency CustomerExperience Knowledge/Capability Launch of online course
  8. 8. 9 Changing Mindsets…but still work to do Head of Payments (Retail) “Agile has been a game changer for the segment and the bank. It has brought together all the stakeholders to understand the common purpose and mission of the bank and this is clearly reflected in the Employee Engagement scores. The team members agree that everyone is aligned towards the common purpose, mission and goals of the bank”. Manager Compliance (Audit Fraud Compliance Group) “Agile in Corporate has transformed my ability to embrace change as the higher the pace of workload picks up from various stakeholders the more I get to feel the adrenaline flowing in.This is exactly my experience with CIBG agile since the time I joined back in July 2018, and I love it.” Manager (Treasury Equity Sales) “The Agile program, from my experience so far, is an effective way of communication and collaboration between different stakeholders within Mashreq in order to tackle issues swiftly and in the most efficient manner. It practically brings the entire bank together (in smaller groups) and helps identifying blockages, flaws in the workflow/internal process, if any, and then suggests solutions to resolve them.It also provides a timely means to measure progress against predefined targets Managing Director (FI Origination & Client Coverage) “Over a period of 6-12 months, with the help of Agile we have taken on OKRs across various buckets, we have definitely improved our controls, increased revenues, cut out wastages which has also helped us reduce head counts, improve customer experience and launched new products. Agile tools like Scrums and weekly RAG status of the OKR are really helping in maintaining focus and timely delivery”.
  9. 9. 10 Tribes & Squads Scrum Meetings Agile Working Committee (Scrum of Scrums) Agile Project Committee Pan-Bank Agile Steering Committee Frequency: Daily/Weekly Participants: Agile Tribes and Squads Objective: • Update progress on OKRs • Setting sprints/priorities • Team members escalating Blockages to Tribe/Squad Leads Frequency: Monthly Participants: Tribe, Squad & Chapter Heads Objective: • Update progress on Action Tracker • Discuss & resolve escalated Blockages • Review Agile Scorecard and Heat Map Frequency: Monthly Participants: Central team Objective: • Update progress on Action Tracker • Resolving escalated Blockages from Working Committee Frequency: Quarterly Participants: All LF’s, organized by Lean Objective: • Updates and progress on ongoing work • Raising & resolving escalated Blockages • Sustain report • Next Steps How we govern Lean Agile – “Keeping the discipline” Source: Agile Steering Committee Scaled Agile Framework – pan Org deployment Required in 1s Qtr of launch “Go to Gemba” encouraged Audit approach changed to reflect Agile Structure – Squads & Tribes get Audited (all Team members)
  10. 10. THANK YOU….

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