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Classification: GENERAL
Ana Kafadar
Banking Reimagined
Navigating the Adaptive transformation
Classification: GENERAL
Ana Kafadar
Head of Transformation Management
Who am I
• since 2015 leading Transformation
management in RBBH
• 17 years experiance in banking
• extensive experience in business banking
& Leading Product development teams
• Domain topics – agile transformation, change
management, business strategy, operational
excellence & automation
„As ppassionate Agile Change Leader currently on a
mission of co-creating future environment with experts
and employees towards Agile culture that will help the
bank transform continuous innovation into a superior
customer experience”
Classification: GENERAL
Agile
in Banking?
Our customers
have changed
New improved experiance
more digital offerings
No or less branches
Quick and outside of office
hours availability
Tailormade solutions
We have
changed
Companies have grown
Complexity
Security & Regulation
Nowadays more
technology/ IT driven than
in the past
Employees have different
needs
The market has
changed
We are not alone on the
Financial Service Planet
anymore
Higher speed
Higher competition (solutions
and costs)
Market has become more
international
Classification: GENERAL
Our challenges
common in large traditional organizations
• Fear of Change
• Strong Hierarchy
• Siloed Structures
• Misaligned Incentives
• Resistance to Learning /
Comfort zone
• Lack of Prioritization
Classification: GENERAL
The prioritization saga..
Classification: GENERAL
And what about People...
... Performing & Happy
... Stress & frustrations
... Burnout
The prioritization saga..
Classification: GENERAL
The key challenge was how to
move from left to right …
Defining the Fundamentals of
the adaptive approach....
Classification: GENERAL
Our challenges /antipatterns
common in large traditional
organizations
Focus on
Customer
Value
Delighting our customers
1. Valuable increments
2. Short validation cycles
3. Continuous learning
Classification: GENERAL
Collaborate
cross
Boundary
end-to-end as
one Team
1. Understand end-to-end
2. Eliminate handovers
3. Direct collaboration
4. We-Culture
Classification: GENERAL
Responsibility
and
Autonomy
unleash collective
potential
1. Leadership and responsibility on all levels
2. Servant leadership rather than command and
control
3. Empowered people rather than passive
Classification: GENERAL
Respond
to change
culture that is
ready
for any change
1. Culture is fit to adapt and
change
2. Continuous learning and
improvement
3. Failure as opportunity to learn
Classification: GENERAL
Adaptive Transformation Journey
202
2
202
2
2017 2019
201
8
202
4
Default
method for
projects
First Scrum
experiments
Beginning of
Adaptive
Transformation.
Starting „Agile
Product Teams”
Adaptive
Reference
Model.
Scaling Agile
teams
1st steps in
reducing Org.
hierarchy /
New Budgeting
approach
100 % of
Business-IT
Innovation in
Agile Product
Teams
Classification: GENERAL
Loosely coupled, highly aligned Product value teams
Organizatio
n
Technology
Monolith Microservices
UI
B
u
s
i
n
e
s
s
L
o
g
i
c
D
a
t
a
b
a
s
e
RBBH – Adaptive Transformation Journey
Classification: GENERAL
17
Customer
Facing
Set
Ups
C
Budget &
Runrate
KPIs
Goals & Vision
Investors
Budget &
Runrate
KPIs
Goals & Vision
Tribe Lead’s
Agile Coach
Delivery Team
BA
SM
Goals &
Vision
Impact Map
Pr
od
uct
Ba
ckl
og
PO
Delivery Team
BA
SM
Goals &
Vision
Impact Map
Pr
od
uct
Ba
ckl
og
PO
Delivery Team
BA
SM
Goals &
Vision
Impact Map
Pr
od
uct
Ba
ckl
og
PO
Trib
e Product Value
Stream
Product Value
Stream
Product Value
Stream
Chapter
RBBH – Adaptive Transformation Journey
Virtual Organization
Product Value
streams
(x-functional)
Tribe
Chapters
Classification: GENERAL
Shift mindset from
requestor-supplier
relationship to
collaborative Teamwork
Different management
style – more supportive,
less directive, Transferring
empowerments to the
teams, taking and
sharing responsibility
Building Trust and
Psychological
safe environment
Role modeling
including the Board
level
Building
enterpreneurship
and engagament
It’s all about
People
Courage of leaving the
Comfort zone
Failure culture
• Start with Culture change
first
• Top Management support is
crutial;
• This change cannot be planned
and driven with a waterfall
mindset
• Transfer of epowerement
and responsibility is 2 way
street;
• Set the expectations right,
Lessons learned
• It requires investment in
terms of TIME but in several
areas also MONEY-WISE
• Choose Personality over
expertise;
• Clash virtual vs line
organization
• Two hats for one had
• In crises situatons people
tend to return to old way of
Lessons learned
• Don’t look & seek for a
perfection
• The change will mean a
disruption to the Organization
• Agile as it self will not solve
„lack of ressource“ issue in
organization.
• Full dedication is a must
Lessons learned
The change will
uncover many issues
that most likely were
there for a long time –
working agile means
getting visibility.
...work continuously
on improvement
• Start with Culture change first
• Top Management support is crutial;
• This change cannot be planned and driven with a waterfall mindset
Classification: GENERAL
There is a great (hidden)
potiential in people
But be prepared for some amaizing outcomes
Team work &
Breaking Siloses
T-shaping & people
development
Shared
Vision & Transparency
Technology Leadership
Fast
adaptability & TTM
Classification: GENERAL
It’s all about the
People!
Classification: GENERAL
“Psychological safety is a belief that
one will not be punished
or humiliated for speaking up with ideas,
questions, concerns or mistakes.”
Amy Edmondson
Classification: GENERAL
PLATINUM SPONSOR
GOLD SPONSOR
Thank you!
SILVER SPONSOR

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Banking Reimagined - Navigating the Adaptive transformation by Ana Kafadar

  • 1. Classification: GENERAL Ana Kafadar Banking Reimagined Navigating the Adaptive transformation
  • 2. Classification: GENERAL Ana Kafadar Head of Transformation Management Who am I • since 2015 leading Transformation management in RBBH • 17 years experiance in banking • extensive experience in business banking & Leading Product development teams • Domain topics – agile transformation, change management, business strategy, operational excellence & automation „As ppassionate Agile Change Leader currently on a mission of co-creating future environment with experts and employees towards Agile culture that will help the bank transform continuous innovation into a superior customer experience”
  • 4. Our customers have changed New improved experiance more digital offerings No or less branches Quick and outside of office hours availability Tailormade solutions
  • 5. We have changed Companies have grown Complexity Security & Regulation Nowadays more technology/ IT driven than in the past Employees have different needs
  • 6. The market has changed We are not alone on the Financial Service Planet anymore Higher speed Higher competition (solutions and costs) Market has become more international
  • 7. Classification: GENERAL Our challenges common in large traditional organizations • Fear of Change • Strong Hierarchy • Siloed Structures • Misaligned Incentives • Resistance to Learning / Comfort zone • Lack of Prioritization
  • 9. Classification: GENERAL And what about People... ... Performing & Happy ... Stress & frustrations ... Burnout The prioritization saga..
  • 10. Classification: GENERAL The key challenge was how to move from left to right … Defining the Fundamentals of the adaptive approach....
  • 11. Classification: GENERAL Our challenges /antipatterns common in large traditional organizations Focus on Customer Value Delighting our customers 1. Valuable increments 2. Short validation cycles 3. Continuous learning
  • 12. Classification: GENERAL Collaborate cross Boundary end-to-end as one Team 1. Understand end-to-end 2. Eliminate handovers 3. Direct collaboration 4. We-Culture
  • 13. Classification: GENERAL Responsibility and Autonomy unleash collective potential 1. Leadership and responsibility on all levels 2. Servant leadership rather than command and control 3. Empowered people rather than passive
  • 14. Classification: GENERAL Respond to change culture that is ready for any change 1. Culture is fit to adapt and change 2. Continuous learning and improvement 3. Failure as opportunity to learn
  • 15. Classification: GENERAL Adaptive Transformation Journey 202 2 202 2 2017 2019 201 8 202 4 Default method for projects First Scrum experiments Beginning of Adaptive Transformation. Starting „Agile Product Teams” Adaptive Reference Model. Scaling Agile teams 1st steps in reducing Org. hierarchy / New Budgeting approach 100 % of Business-IT Innovation in Agile Product Teams
  • 16. Classification: GENERAL Loosely coupled, highly aligned Product value teams Organizatio n Technology Monolith Microservices UI B u s i n e s s L o g i c D a t a b a s e RBBH – Adaptive Transformation Journey
  • 17. Classification: GENERAL 17 Customer Facing Set Ups C Budget & Runrate KPIs Goals & Vision Investors Budget & Runrate KPIs Goals & Vision Tribe Lead’s Agile Coach Delivery Team BA SM Goals & Vision Impact Map Pr od uct Ba ckl og PO Delivery Team BA SM Goals & Vision Impact Map Pr od uct Ba ckl og PO Delivery Team BA SM Goals & Vision Impact Map Pr od uct Ba ckl og PO Trib e Product Value Stream Product Value Stream Product Value Stream Chapter RBBH – Adaptive Transformation Journey Virtual Organization Product Value streams (x-functional) Tribe Chapters
  • 18. Classification: GENERAL Shift mindset from requestor-supplier relationship to collaborative Teamwork Different management style – more supportive, less directive, Transferring empowerments to the teams, taking and sharing responsibility Building Trust and Psychological safe environment Role modeling including the Board level Building enterpreneurship and engagament It’s all about People Courage of leaving the Comfort zone Failure culture
  • 19. • Start with Culture change first • Top Management support is crutial; • This change cannot be planned and driven with a waterfall mindset • Transfer of epowerement and responsibility is 2 way street; • Set the expectations right, Lessons learned
  • 20. • It requires investment in terms of TIME but in several areas also MONEY-WISE • Choose Personality over expertise; • Clash virtual vs line organization • Two hats for one had • In crises situatons people tend to return to old way of Lessons learned
  • 21. • Don’t look & seek for a perfection • The change will mean a disruption to the Organization • Agile as it self will not solve „lack of ressource“ issue in organization. • Full dedication is a must Lessons learned
  • 22. The change will uncover many issues that most likely were there for a long time – working agile means getting visibility. ...work continuously on improvement • Start with Culture change first • Top Management support is crutial; • This change cannot be planned and driven with a waterfall mindset
  • 23. Classification: GENERAL There is a great (hidden) potiential in people But be prepared for some amaizing outcomes Team work & Breaking Siloses T-shaping & people development Shared Vision & Transparency Technology Leadership Fast adaptability & TTM
  • 25. Classification: GENERAL “Psychological safety is a belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns or mistakes.” Amy Edmondson
  • 26. Classification: GENERAL PLATINUM SPONSOR GOLD SPONSOR Thank you! SILVER SPONSOR