Successful transition and transformation in a traditional banking institution, covering the good, bad and ugly, and how the transformation successfully merged Lean and Agile practices. How Mashreq Agile manifesto came about and how strong leadership ensures customer and employee delight.

1. Mashreq’s Lean Agile Journey
Steve
Snowdon
Ed
Capaldi

3. 3
Mashreq’s journey from Process Re-engineering to Lean Agile & IPA
Milestones Business
Process
Reengineering
• Reengineering
projects
• Business
Process
Management
Lean
• Deployment of
Mashreq Lean Model
across the bank
• E2E improvement
projects
Agile Projects
• Business driven
cross-functional
projects
• E2E Process
reengineering
Lean Agile
• Reorganization
into
Tribes/Squads/
Chapters
• Deployment of
Mashreq Lean
Agile Model
Re-engineering
& Centralisation
• Centralising Operations
• Re-engineering Processes
TQM
• Total Quality Mgt
& Processes
1993/4
2017
2011
1998/9
1995
2018
2017
IPA
• Automation of
Business
Processes
• Agile approach
EVOLUTION
…solid foundation of continuous improvement

4. 4
‘Make it relevant to you’
Software
Focus
Bank
Focus
Mashreq Values
Socially Responsible
Passionate about Clients
Innovative
Respect for Colleagues
Integrity
Transparent

5. 5
How do we combine Lean & Agile
Agile objectives:
To deliver exceptional customer
experience through:
• Intensive collaboration &
cohabitation
• Accelerated digitization with
swift changes
• Resulting in operational
efficiency and superior
performance
• Without compromising controls.
“Twice as much in Half the time”
Lean objectives:
• Rooted in Purpose, Process
and respect for People
• Lean is about creating the
most value for the customer
• By eliminating waste
minimising resources, time,
energy and effort.
• Effectively ultilising the
talents of the people who do
the work.
Commonalities
• Customer centric focus
• Improve quality
• Amplify learning
• Continuous improvement
• Empower people
• Cross functional
collaboration

6. 6
Source: Lean
*OKR – Objective & Key Results
Agile PillarsLean Lenses
VOC
OKR*
OPE/Time & Motion Study
Blockage
7 Wastes Identification & Elimination
Data Analysis (Pareto, Histogram etc.)
Capacity Management
Huddles (OKR, Sprints, Scrums, Lean Huddles)
1:1 Coaching Log
Skills Matrix
Agile Team Model (Tribes/Squads)
Team Barometer
Retrospectives
Value Stream Mapping
Root-Cause-Problem-Solving
Lean Agile Tools & Techniques
New Sustain Model
Lean Agile Tools & Techniques are designed to achieve the Agile Pillars
supported by ‘Sustain’ & ‘Pulse checks’
New Agile Team
Barometer

7. 7
Breaking down the Silos – Needs accountability, maturity, team work
Sales
Channels
Segments Product
Owner
Support
Areas
Insights
• Disconnect between Segment, Sales Channels and Supporting
Functions
• No accountability across the E2E process to achieve the desired
outcome
• Lack of communication and collaborative efforts at each stages of
the process / departments
• Lack of control over execution of strategic decision at all stages of
the process
• All stakeholders located in different locations
Insights
• Each Segment Head will have their own P/L to manage (mini CEO)
• Each Segment will have a combination of Product, Sales & Service
Support teams, in order to establish E2E accountability
• Sales team selling the products dedicated to it’s own Segment
• Each Product will have a Product COO, which will have E2E accountability
of the fulfillment process
• Utility products are sold across all Segment’s
• Co-Location where feasible – e.g Compliance with Business
Chapter members embedded in each Product Squad
(Operations, Compliance, Tech, Risk with MBO
alignment)

8. 8
2018 Tangible Results – via Objectives Key Results (OKR)Revenue/Cost
ProcessEfficiency
CustomerExperience
Knowledge/Capability
Launch of online course

9. 9
Changing Mindsets…but still work to do
Head of Payments (Retail)
“Agile has been a game changer for the segment and the bank.
It has brought together all the stakeholders to understand the
common purpose and mission of the bank and this is clearly reflected
in the Employee Engagement scores.
The team members agree that everyone is aligned towards the
common purpose, mission and goals of the bank”.
Manager Compliance (Audit Fraud Compliance Group)
“Agile in Corporate has transformed my ability to embrace change as
the higher the pace of workload picks up from various stakeholders the
more I get to feel the adrenaline flowing in.This is exactly my experience with CIBG agile since the time I joined
back in July 2018, and I love it.”
Manager (Treasury Equity Sales)
“The Agile program, from my experience so far, is an effective way of
communication and collaboration between different stakeholders within
Mashreq in order to tackle issues swiftly and in the most efficient
manner.
It practically brings the entire bank together (in smaller groups) and
helps identifying blockages, flaws in the workflow/internal process, if
any, and then suggests solutions to resolve them.It also provides a timely means to measure progress against predefined
targets
Managing Director (FI Origination & Client Coverage)
“Over a period of 6-12 months, with the help of Agile we have taken
on OKRs across various buckets, we have definitely improved our
controls, increased revenues, cut out wastages which has also helped
us reduce head counts, improve customer experience and launched
new products.
Agile tools like Scrums and weekly RAG status of the OKR are really
helping in maintaining focus and timely delivery”.

10. 10
Tribes & Squads
Scrum Meetings
Agile Working
Committee
(Scrum of Scrums)
Agile Project
Committee
Pan-Bank Agile
Steering
Committee
Frequency: Daily/Weekly
Participants: Agile Tribes and Squads
Objective:
• Update progress on OKRs
• Setting sprints/priorities
• Team members escalating Blockages
to Tribe/Squad Leads
Frequency: Monthly
Participants: Tribe, Squad
& Chapter Heads
Objective:
• Update progress on Action
Tracker
• Discuss & resolve escalated
Blockages
• Review Agile Scorecard and
Heat Map
Frequency: Monthly
Participants: Central team
Objective:
• Update progress on Action
Tracker
• Resolving escalated
Blockages from Working
Committee
Frequency: Quarterly Participants:
All LF’s, organized by Lean
Objective:
• Updates and progress on ongoing
work
• Raising & resolving escalated
Blockages
• Sustain report
• Next Steps
How we govern Lean Agile – “Keeping the discipline”
Source: Agile Steering Committee
Scaled Agile
Framework – pan
Org deployment
Required in 1s
Qtr
of launch
“Go to Gemba”
encouraged
Audit approach changed to reflect Agile Structure – Squads & Tribes get Audited (all Team members)

11. THANK YOU….