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Capital One Canada - Agile & Lean Journey

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A very brief overview of the journey Capital One Canada has taken on an Agile & Lean Journey, highlighting just some of the approaches and learnings. Presented at Agile Tour Montreal.

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Capital One Canada - Agile & Lean Journey

  1. 1. An Agile & Lean Journey for a Bank in Canada @kosciejew Jeff KosciejewEllen Grove @eegrove An Agile & Lean Journey for a Bank in Canada
  2. 2. Pod Design Every associate is in a pod and able to identify their first team, articulate their pod’s purpose and primary customer(s). Retrospectives Retrospectives are sustainably included in a pod’s management practices, taking action on at least 1 improvement idea per retro. Leveraging PDCA to take action. Pod Health Teams are regularly self-assessing Pod Health and using results to inform improvements Visual Management Visual boards are used regularly by each team to visualize their workflow and continuous improvements Elements of visual management: 1. Team Name & Team Purpose 2. Process Workflow (Kanban and/or WIP Volume) 3. Pod Performance (CTQs) 4. Continuous Improvements from Retrospectives following PDCA 5. Talent Story Refinement Teams are improving throughput by breaking down and delivering their work in granular, iterative units of customer value
  3. 3. Pod Design Every associate is in a pod and able to identify their first team, articulate their pod’s purpose and primary customer(s). Retrospectives Retrospectives are sustainably included in a pod’s management practices, taking action on at least 1 improvement idea per retro. Leveraging PDCA to take action. Pod Health Teams are regularly self-assessing Pod Health and using results to inform improvements Visual Management Visual boards are used regularly by each team to visualize their workflow and continuous improvements Elements of visual management: 1. Team Name & Team Purpose 2. Process Workflow (Kanban and/or WIP Volume) 3. Pod Performance (CTQs) 4. Continuous Improvements from Retrospectives following PDCA 5. Talent Story Refinement Teams are improving throughput by breaking down and delivering their work in granular, iterative units of customer value
  4. 4. “We can’t expect things will change if we lead & manage the way we always have.”
  5. 5. Hypothesis-Driven Experiment We believe that enabling self-sufficiency with those closest to the work, Will result in delivering more value to our customers. We will know that we have succeeded when we see a reduction in lead times. How? • Encourage organizing around value streams • Leaders providing context and allowing associates to make informed decisions • Leaders coaching & developing teams to build the skills needed to not require handoffs to other teams • Creating team based goals, rather than individual goals
  6. 6. 2017 Tactics
  7. 7. 2017 Tactics
  8. 8. 2017 Tactics
  9. 9. 2017 Tactics
  10. 10. 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19
  11. 11. An Agile & Lean Journey for a Bank in Canada @kosciejew Jeff KosciejewEllen Grove @eegrove An Agile & Lean Journey for a Bank in Canada

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