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STANDARD BANK GROUP STRATEGY / PAGE 1 /
EA Forum
February 2017
The South African EA Forum
Twitter: @EAforumSA
#ogza
Follow the EA Forum
on Twitter…
http://opengroup.co.za/ea-forum
Our upcoming
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Leading the development of open, vendor-neutral IT
standards and certifications
http://opengroup.co.za
http://opengroup.org/
Download from the Publications Menu
or click on this link
Josef Langerman
The way we work is rapidly changing. The world is moving faster and traditional methods are not working
anymore. At this month’s EA Forum, Josef Langerman will present an overview of these management
techniques and how they can enable organisations to move forward. He will also provide an update on the
progress of the larger financial institutions in their transformations into a new Digital World. Enterprise
Architecture has a crucial role to play, and we will discuss this contribution.
Josef Langerman is the Executive Group Head for Engineering Transformation at Standard Bank. In this
role, he is responsible for the transformation of Standard Bank Group IT into a high velocity, customer-
centric organisation. This entails changing the ways of working to Lean, DevOps and Agile methodologies,
as well as establishing the culture and industry communities that will enable this large scale transformation.
He holds a PhD in Computer Science, is a Visiting Associate Professor at the University of Johannesburg,
and teaches Honours and Masters courses at various institutions.
http://opengroup.co.za
Challenge some of your enduring beliefs...
STANDARD BANK GROUP STRATEGY / PAGE 6 /
WE CONTINUE TO TRANSFORM THE ORGANISATION WITH AN
AMBITIOUS THREE YEAR ROLLOUT PLAN
2018
2017
2016
Design
Designed agile organisation
bottom-up with ~2000 FTEs
Streamline engineering,
infrastructure, UX and design
uniformity across all teams
Implemented the new design
Teams
60% of teams transferred to
Feature Teams
100% conversion to Feature
Teams
90% of teams transferred to
Feature Teams
Capabilities
Used basic DevOps and
Agile collaboration tools
Next Generation Infrastructure
across all Feature Teams
Modularised architecture and
automated deployment
Business
integration
Appointed Business
employees into Feature
Team roles (PO1)
Assignment of POs from
business for most teams
Full PO assignment, DevOps
and Agile practices adopted
SOURCE: Standard Bank – PROPRIETARY AND CONFIDENTIAL
1 Product Owner
STANDARD BANK GROUP STRATEGY / PAGE 7 /
FOUR KEY ELEMENTS ARE DRIVING SIGNIFICANTLY THE CHANGE
WITHIN OUR IT ORGANISATION
3
Developing a clear
learning and
development path
4
Infusing the
engineering
capabilities
1
Aligning on a
common vision for
the future
2
Driving excitement
and cultural
change
STANDARD BANK GROUP STRATEGY / PAGE 8 /
TopdownBottomupWE CREATED A CLEAR ALIGNMENT ON A VISION FOR THE FUTURE
OF OUR IT ORGANISATION
Driving interest both top down and bottom up
• Unified understanding of goals and KPIs to
measure progress
Common
vision
1
Teams aligned to achieve the same Epic
Four pillars to achieve the Epic:
1) Value to customer
2) Continuous delivery
3) Engineering talent
4) Local sourcing
• Evaluated development community with
successful candidates participated in
defining the future state of the bank
Staff defined
future
3
• Empowered employees to design their
own culture as a group to achieve true
ownership
Democrati-
sation of
culture
4
• Witnessed Silicon Valley tech leaders to
clarify change and coaching culture needed
Inspired
leadership
2
SOURCE: Standard Bank – PROPRIETARY AND CONFIDENTIAL
STANDARD BANK GROUP STRATEGY / PAGE 9 /
WE FOSTERED EXCITEMENT AND CULTURAL CHANGE FOR BOTH
LEADERSHIP AND DEVELOPMENT TEAM
Culture and motivationLeadership and management
• Held code-jam “IT bugs us let’s fix it” to
address internal IT issues with five
finalists going through to a Dragons Den
• Hosted biweekly townhalls to celebrate
engineering achievements and hosted
external experts from tech companies
• Drove internal and external visibility by
presenting at prominent regional and
international agile conferences
• Hosted innovation hack-jam to develop a
first-of-its kind Kidz Banking app
• Centrally managed transformation by
introducing the concept of Obeya rooms
• Established Turbo Charged Leadership
to drive aspiration ,Servant Leadership
Programme to train Scrum Masters and
SAFe framework training for IT and
business
• Defined new ways of attracting talent by
partnering with NGOs and participating at
university IT Advisory Boards
SOURCE: Standard Bank – PROPRIETARY AND CONFIDENTIAL
STANDARD BANK GROUP STRATEGY / PAGE 10 /
WE ESTABLISHED A CAPABILITY MODEL TO DEVELOP AN EXCITING
SKILLS DEVELOPMENT JOURNEY FOR TEAMS
1 Traveller, Artisan, Expert, Professional, Master
SOURCE: https://github.com/SBGLevelUpToolkit/continuum-model
Continuum capability model
Gamification of skills journey
with team competition
Capabilities ranked on 5
maturity levels1
Ownership via individual
team learning paths
Teams motivated to become
Master in their skills areas
Virtual characters to make
process more exciting
STANDARD BANK GROUP STRATEGY / PAGE 11 /
WE PUT A STRONG FOCUS ON DEVELOPING ENGINEERING
TALENT WITHIN THE ORGANISATION SUCH AS AUTOMATION
1 Next generation infrastructure 2 SnapScan- mobile payment platform
Subsequent automation pilots yielded significant tangible results
mins
To deploy
application server
stack end-to-end
Deployment
impact to
customers
secs
To release new code
to customers
20 30 0%
• Cross-functional automation
challenge with tech vendors
• Themed office for the day
• Winning teams interned at tech
leaders for two weeks
Automation challenge used to drive interest in skillsSix core focus engineering practices
Automation Create a fully automated self-provisioning
environment with scripting
APIs API platform established and currently in
use with first FinTech i.e., Snapscan2
Micro
services
Expanding with growth of DevOps and NGI1
Infrastructure
as code
Scripted deployments used in our internet
and mobile channels
Blue-green
deployment
Blue-green deployments available in the
internet banking environment in 2017
Continuous
delivery/
integration
Plan to add an additional 20 new
continuous delivery pipelines in 2017
SOURCE: Standard Bank – PROPRIETARY AND CONFIDENTIAL
STANDARD BANK GROUP STRATEGY / PAGE 12 /
KEY LEARNINGS FROM OUR JOURNEY SO FAR
Culture change is
driven by both a
burning platform
and aspirations for
change
Building the
foundation is a
great start, but
scaling requires
a holistic view
Automation created
the most
excitement around
the transformation
Culture
transformation must
be driven from
within
Become an industry
leader by
developing talent
internally and in
your market
1 2 3 4 5
STANDARD BANK GROUP STRATEGY / PAGE 13 /
STAY IN TOUCH
josef@langerman.co.za : @joseflangerman : langerman.co.za
STANDARD BANK GROUP STRATEGY / PAGE 14 /

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A toolbox of modern management practices for a Digital World and the role EA plays

  • 1. STANDARD BANK GROUP STRATEGY / PAGE 1 / EA Forum February 2017
  • 2. The South African EA Forum Twitter: @EAforumSA #ogza Follow the EA Forum on Twitter… http://opengroup.co.za/ea-forum Our upcoming events
  • 3. Leading the development of open, vendor-neutral IT standards and certifications http://opengroup.co.za http://opengroup.org/
  • 4. Download from the Publications Menu or click on this link
  • 5. Josef Langerman The way we work is rapidly changing. The world is moving faster and traditional methods are not working anymore. At this month’s EA Forum, Josef Langerman will present an overview of these management techniques and how they can enable organisations to move forward. He will also provide an update on the progress of the larger financial institutions in their transformations into a new Digital World. Enterprise Architecture has a crucial role to play, and we will discuss this contribution. Josef Langerman is the Executive Group Head for Engineering Transformation at Standard Bank. In this role, he is responsible for the transformation of Standard Bank Group IT into a high velocity, customer- centric organisation. This entails changing the ways of working to Lean, DevOps and Agile methodologies, as well as establishing the culture and industry communities that will enable this large scale transformation. He holds a PhD in Computer Science, is a Visiting Associate Professor at the University of Johannesburg, and teaches Honours and Masters courses at various institutions. http://opengroup.co.za Challenge some of your enduring beliefs...
  • 6. STANDARD BANK GROUP STRATEGY / PAGE 6 / WE CONTINUE TO TRANSFORM THE ORGANISATION WITH AN AMBITIOUS THREE YEAR ROLLOUT PLAN 2018 2017 2016 Design Designed agile organisation bottom-up with ~2000 FTEs Streamline engineering, infrastructure, UX and design uniformity across all teams Implemented the new design Teams 60% of teams transferred to Feature Teams 100% conversion to Feature Teams 90% of teams transferred to Feature Teams Capabilities Used basic DevOps and Agile collaboration tools Next Generation Infrastructure across all Feature Teams Modularised architecture and automated deployment Business integration Appointed Business employees into Feature Team roles (PO1) Assignment of POs from business for most teams Full PO assignment, DevOps and Agile practices adopted SOURCE: Standard Bank – PROPRIETARY AND CONFIDENTIAL 1 Product Owner
  • 7. STANDARD BANK GROUP STRATEGY / PAGE 7 / FOUR KEY ELEMENTS ARE DRIVING SIGNIFICANTLY THE CHANGE WITHIN OUR IT ORGANISATION 3 Developing a clear learning and development path 4 Infusing the engineering capabilities 1 Aligning on a common vision for the future 2 Driving excitement and cultural change
  • 8. STANDARD BANK GROUP STRATEGY / PAGE 8 / TopdownBottomupWE CREATED A CLEAR ALIGNMENT ON A VISION FOR THE FUTURE OF OUR IT ORGANISATION Driving interest both top down and bottom up • Unified understanding of goals and KPIs to measure progress Common vision 1 Teams aligned to achieve the same Epic Four pillars to achieve the Epic: 1) Value to customer 2) Continuous delivery 3) Engineering talent 4) Local sourcing • Evaluated development community with successful candidates participated in defining the future state of the bank Staff defined future 3 • Empowered employees to design their own culture as a group to achieve true ownership Democrati- sation of culture 4 • Witnessed Silicon Valley tech leaders to clarify change and coaching culture needed Inspired leadership 2 SOURCE: Standard Bank – PROPRIETARY AND CONFIDENTIAL
  • 9. STANDARD BANK GROUP STRATEGY / PAGE 9 / WE FOSTERED EXCITEMENT AND CULTURAL CHANGE FOR BOTH LEADERSHIP AND DEVELOPMENT TEAM Culture and motivationLeadership and management • Held code-jam “IT bugs us let’s fix it” to address internal IT issues with five finalists going through to a Dragons Den • Hosted biweekly townhalls to celebrate engineering achievements and hosted external experts from tech companies • Drove internal and external visibility by presenting at prominent regional and international agile conferences • Hosted innovation hack-jam to develop a first-of-its kind Kidz Banking app • Centrally managed transformation by introducing the concept of Obeya rooms • Established Turbo Charged Leadership to drive aspiration ,Servant Leadership Programme to train Scrum Masters and SAFe framework training for IT and business • Defined new ways of attracting talent by partnering with NGOs and participating at university IT Advisory Boards SOURCE: Standard Bank – PROPRIETARY AND CONFIDENTIAL
  • 10. STANDARD BANK GROUP STRATEGY / PAGE 10 / WE ESTABLISHED A CAPABILITY MODEL TO DEVELOP AN EXCITING SKILLS DEVELOPMENT JOURNEY FOR TEAMS 1 Traveller, Artisan, Expert, Professional, Master SOURCE: https://github.com/SBGLevelUpToolkit/continuum-model Continuum capability model Gamification of skills journey with team competition Capabilities ranked on 5 maturity levels1 Ownership via individual team learning paths Teams motivated to become Master in their skills areas Virtual characters to make process more exciting
  • 11. STANDARD BANK GROUP STRATEGY / PAGE 11 / WE PUT A STRONG FOCUS ON DEVELOPING ENGINEERING TALENT WITHIN THE ORGANISATION SUCH AS AUTOMATION 1 Next generation infrastructure 2 SnapScan- mobile payment platform Subsequent automation pilots yielded significant tangible results mins To deploy application server stack end-to-end Deployment impact to customers secs To release new code to customers 20 30 0% • Cross-functional automation challenge with tech vendors • Themed office for the day • Winning teams interned at tech leaders for two weeks Automation challenge used to drive interest in skillsSix core focus engineering practices Automation Create a fully automated self-provisioning environment with scripting APIs API platform established and currently in use with first FinTech i.e., Snapscan2 Micro services Expanding with growth of DevOps and NGI1 Infrastructure as code Scripted deployments used in our internet and mobile channels Blue-green deployment Blue-green deployments available in the internet banking environment in 2017 Continuous delivery/ integration Plan to add an additional 20 new continuous delivery pipelines in 2017 SOURCE: Standard Bank – PROPRIETARY AND CONFIDENTIAL
  • 12. STANDARD BANK GROUP STRATEGY / PAGE 12 / KEY LEARNINGS FROM OUR JOURNEY SO FAR Culture change is driven by both a burning platform and aspirations for change Building the foundation is a great start, but scaling requires a holistic view Automation created the most excitement around the transformation Culture transformation must be driven from within Become an industry leader by developing talent internally and in your market 1 2 3 4 5
  • 13. STANDARD BANK GROUP STRATEGY / PAGE 13 / STAY IN TOUCH josef@langerman.co.za : @joseflangerman : langerman.co.za
  • 14. STANDARD BANK GROUP STRATEGY / PAGE 14 /