Experience of moving beyond frameworks, focus on value and allow teams to find the right practices in a large bank.

1. Agility Beyond
Frameworks
Agile & Beyond 2019

2. Nizar Khoja Ardita Karaj

3. “The challenge is tomorrow keeps changing.
One of the ways that we are attempting to tackle
this change at RBC is through agile working.
We are trying to change the way we work. Not
just for speed and efficiency, but for instilling a
mindset suited for innovation and design
thinking.
I believe strongly that structured, linear
processes don’t produce the intellectual or
commercial prizes of tomorrow..”
– Dave McKay, CEO, RBC April 27, 2016
How is our leadership supporting Agility?
Source: http://www.rbc.com/newsroom/speeches/20160427-universities-canada.html

4. Signal Card, Pull System
Time Boxed, Sprint
Scrum teams on all levels
Scaled Agile
Major Methods and
Frameworks Supported at RBC
Strong on Process,
Learning, Leadership and
Ownership
Weak on Customer,
Collaboration, Org structure ,
Technical, Market
Strong on Process,
Collaboration, Enterprise, Org
Structure, Market, Learning
Weak on Customer,
Leadership, Technical
Strong on Process, Enterprise, Org Structure, Learning,
Collaboration, Ownership
Weak on Customer, Leadership, Technical , Market
https://theagiledirector.com/article/2017/05/25/domains-of-business-agility-v2/
Strong on Market &
Learning
Week on Enterprise,
Collaboration & Ownership
Try, Learn

5. Enable New Way of
Working through Agility to
support our goals and
future growth
Path to Agility @ RBC
Source: https://www.tastycupcakes.org/2019/03/agile-radar/

6. Mindset

7. Agility Goal Starts
with…
• Client Value
• Employee Engagement
• Alignment & Focus
• Aligned Autonomy
• Adaptability &
Responsiveness

8. They didn’t resist Agile,
they resisted SCRUM

9. Do Scrum Well Continuous Improvement
Increase Velocity Bring More Value
Do Scrum /Kanban Purposeful Routines
Agile Team Purpose Driven Team
How are we doing it?

10. Examples
where we
have applied
agility
• Renovation of Branches
• Applying new method in
physical branches
• Data & Analytics
• Ops Efficiency
• Robotics Automation
• Transformation of Process
and Service Delivery
• New Strategic Execution

11. • “Tell me what to do”
• Capabilities at execution team level
• Limited coaching capacity

12. Strong Leadership !
Aim for Agility !
Allow teams to use
different practices !
Strong Coaching
support to make it real !
TO RE-

13. Stay agile!
?