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.

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. 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. 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

5. “We can’t expect things
will change
if we lead & manage
the way we always
have.”

6. 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

7. 2017 Tactics

8. 2017 Tactics

9. 2017 Tactics

10. 2017 Tactics

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14. An Agile & Lean Journey
for a Bank in Canada
@kosciejew
Jeff KosciejewEllen Grove
@eegrove
An Agile & Lean Journey
for a Bank in Canada