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Perfect Wedding: Lean Startup and Agile


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Experiences combining lean startup with agile. Why agile tend to fail in Indonesia?

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Perfect Wedding: Lean Startup and Agile

  1. 1. WHY AGILE FAILS (Agile Implementation in Financial Services in Indonesia)
  2. 2. Question 1 : What is the similarity ? UNI SOVIET & in Indonesia
  3. 3. RIGID BUSINESS PLAN > U.S.S.R with their 5-year economic plan > Banks with their annual business plan before they do anything
  4. 4. Question 2: - Why are banks (& other traditional financial institutions) so rigid ? - Why are they not as Agile as you guys crazy startups?
  5. 5. Banks and other traditional FIs You crazy startups Strict KPIs based on regulatory compliance and gross margin Innovation-based KPIs vs We need to understand the very basic motive: KPIs
  6. 6. Between This This Fail to define, to prioritize, to increment, & to iterate Spend resources in a product that is: Not wanted/ Not profitable/ Takes too long to launch/ Defective OR WHILE FOR MANY NON-BANKS THE OPTION IS CLEAR
  7. 7. > Annual business plan is mandatory; required by OJK (and other dudes in charge). > We have hundreds of regulations to comply with. While those startups only have a few regulatory requirements (if any at all). > We cause systemic risk, economic catastrophe, if we fail. While those crazy risk takers would only fail to pay their bills if their business fails. > Running cross functional teams is not that easy (changes in organizational structure need OJK’s acknowledgment or approval). > Our shareholders’ expectations are different from yours. > etc ….. WE (BANKS) CAN’T JUST CHANGE OUR BEHAVIOUR
  8. 8. But, much adaptation is needed IT DOES NOT MEAN THERE IS NO HOPE Values and Principles Operating Architecture HR Transformation Planning and Budgeting Others??
  10. 10. YET, WE STILL HAVE ANOTHER CHALLENGE Sprint?? Retrospective?? Scrum Master??
  12. 12. Use the door your boss is already familiar with And come out the other side as Super Agilista INDIVIDUALS AND INTERACTIONS OVER PROCESSES AND TOOLS Yes I know what you may want to say. This is not an appropriate example.
  13. 13. At the end of the day, your customers don’t care whether you’re Agile, Lean or whatever. They only want great products. The more your management is engaged with you, the closer you get to meeting your customers’ expectations.
  14. 14. Founder Putera Sampoerna Shareholder PT Sampoerna Wirausaha, Putera Sampoerna Foundation Partner bank BNI, Bank Amar, Bank Sahabat Sampoerna, Bank Permata Funding adviser KPMG Auditor Crowe Horwath Tax Consultant Deloitte Regulator OJK
  15. 15. BACK UP DECKS
  16. 16. Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan Agile Values
  17. 17. 1. Customer satisfaction through early and continuous delivery 2. Accommodate changing requirements, even late in development 3. Frequent delivery of working product 4. Collaboration between the business stakeholders and developers throughout the project 5. Support, trust, and motivate the people involved 6. Enable face-to-face interactions 7. Working product is the primary measure of progress 8. Agile processes to support a consistent development pace 9. Attention to technical detail and design enhances agility 10. Simplicity 11. Self-organizing teams encourage great architectures, requirements, and designs 12. Regular reflections on how to become more effective 12 Agile Principles (modified)