03
المحاضرة الثالثة مع الدكتور حسن السلهاب
بعنوان "القيادة الاستثنائية"
العاشرة مساء بتوقيت مكة المكرمة السبت ٢٥أبريل ٢٠٢٠
وذلك عبر تطبيق زووم وقناة اليوتيوب الخاصة بالجمعية
Apr 25, 2020 10:00 PM in Riyadh
https://us02web.zoom.us/meeting/register/tZ0ucO6trDoiG9zaQ9k0eUtsp7yvwpIcBDVl
ومرفق رابط الدخول لغرفة المحاضرة على تطبيق زووم
علما ان هناك بث مباشر للمحاضرة بالتوازي على قناة اليوتيوب الخاصة بجمعية المهندسين المصريين
ونأمل أن نوفق في تقديم ما ينفع المهندس ومهمة الهندسة في عالمنا العربي
والله الموفق
ملاحظة : تجنبا لاي ظروف, لطفا المشاركة على قناة التليجرام للحصول على دعوات المحاضرات على ZOOM
رابط اللينكدان
www.linkedin.com/company/eeaksa-egyptian-engineers-association/
رابط قناة التليجرام
https://t.me/EEAKSA
رابط قناة الفيسبوك
https://www.facebook.com/EEAKSA/
رابط قناة اليوتيوب
https://www.youtube.com/user/EEAchannal
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
03
المحاضرة الثالثة مع الدكتور حسن السلهاب
بعنوان "القيادة الاستثنائية"
العاشرة مساء بتوقيت مكة المكرمة السبت ٢٥أبريل ٢٠٢٠
وذلك عبر تطبيق زووم وقناة اليوتيوب الخاصة بالجمعية
Apr 25, 2020 10:00 PM in Riyadh
https://us02web.zoom.us/meeting/register/tZ0ucO6trDoiG9zaQ9k0eUtsp7yvwpIcBDVl
ومرفق رابط الدخول لغرفة المحاضرة على تطبيق زووم
علما ان هناك بث مباشر للمحاضرة بالتوازي على قناة اليوتيوب الخاصة بجمعية المهندسين المصريين
ونأمل أن نوفق في تقديم ما ينفع المهندس ومهمة الهندسة في عالمنا العربي
والله الموفق
ملاحظة : تجنبا لاي ظروف, لطفا المشاركة على قناة التليجرام للحصول على دعوات المحاضرات على ZOOM
رابط اللينكدان
www.linkedin.com/company/eeaksa-egyptian-engineers-association/
رابط قناة التليجرام
https://t.me/EEAKSA
رابط قناة الفيسبوك
https://www.facebook.com/EEAKSA/
رابط قناة اليوتيوب
https://www.youtube.com/user/EEAchannal
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
1. How Chinese Financial Companies Achieve Enterprise Agility
in Fintech Journey
Adam WU (wuqiong@agilean.cn) / Michelle CHENG (mingxuan@agilean.cn)
2. WHO ARE WE?
2
p Ourselves
ü Helping Chinese (financial) companies to achieve agility in an agile way
ü Devoted into agile transforming business for 9 years
ü Obtaining leading position in Chinese market
p Our clients
ü Most are banks and insurance companies in China, such as:
ü Ping An Insurance, largest insurance company in China
ü CCB, China Construction Bank, 2nd largest bank in the nation
ü CMB, China Merchant Bank, biggest retailing bank
ü Newly founded Fintech companies, such as Zhong An Online Insurance, exceeding market value
of 4 billion Euros 3 years after business launching
ü The list is becoming longer……
3. Enterprise Agility: to ensure efficient value delivery under uncertain circumstances
3
V.S.
Agility Transformation
sensitive to changes & highly-efficient responding system
“Fit for purpose”
Customer satisfaction
Management risk
Cost
Internal Situation
product / service / process / capacity
desire
barrier
ü Support business stably and efficiently
ü Improve business capacity with IT
ü Explore disruptive business model
‐ Inflexible procedure
‐ Rigid organizational structure
‐ Coupling IT infrastructure
pain
╳ Long delivery circle
╳ Unexpected result
╳ Slow progress
Volatility
Complexity
Ambiguity
VUCA
Uncertainty
场景多样化,常
有非预期的结果
信息理解不一致,
层级决策难
事物关系不明确,
缺乏经验依据
信息和决策在组
织内流动速度快
缺乏可参考信息,
难以预测未来
各种因素交织,
可能结果超理解
组织架构及战略
必须快速革新
组织制定适用的
准则更加困难
External Environment
supervisor / customer / cooperator / competitor
4. Bring in Fear: SURVIVAL- enterprise life cycle shortened from over 60 to 15 years
4
ü Customer demand: incremental market became stock market
ü Solution: copy-to-China path going to the end
ü Technology: disruptive business model appears
ü Knowledge work: invisible, inter-dependent, difficult quality control
ü Complex system: reductionism / determinism way of management do
not fit any more
Uncertainties accumulated from different perspectives
5. In China, McKinsey, BCG, PWC started selling “enterprise agility”
5
Task of CEO Task of CTO
It is time for elephants to dance
6. Banking executives start talking about “being agile” (scaling to the enterprise level)
6
Chairman of the Board
(Zhong Yuan Bank)
Chairman of the Board
(China Merchant Bank)
Retail VP
(Ping An Bank)
Agile Bank
Agile Organization
Enhance Agility
7. Bring in Hope: KCUD organization – DDAA cycle
7
K
Knowledge
worker
U
Uncertain
circumstance
D
Decision
making
C
Complex
system
D-ecide
D-esign
A-nalyze
A-ct
8. Inspired by Dynamic Capability Theory
8
ü How an enterprise integrate, build, allocate resources quickly and easily
ü So as to obtain competitive advantage
ü Under dynamic circumstances
Organizational Capacity - Capability level 0
ü Predictable challenges
ü Certain circumstance
ü Complicated system
ü Efficiency in seizing current opportunity
ü Leaning thinking
V.S.
Dynamic Capacity - Capability level 1
ü Unpredictable challenges
ü Uncertain circumstance
ü Complex system
ü Efficiency in exploring new opportunity
ü Agile thinking
13. Business Agility
13
Lean innovation, DT, business canvas, MVP, to enhance the chance of success
Online operation ability, to increase customer satisfaction and lower cost
标准化需求颗粒度
Evaluation system of demand
业务与技术持续紧密沟通,
提升需求质量
基于业务价值与业务逻辑的
需求优先级管理
通过用户故事等方式明确需
求的业务价值
1
2
3
4
15. Culture agility
15
Upgrade management thinking – 2 core
system
Internal engine – toolbox, internal coachs, agile center
优化人员结构
提升专业技能
加大正编人员招聘,保障特定岗位配置
加强内部人员培养,促进专业技能提升
搭全职能的敏捷团队
构建具有多职能交付能力的敏捷技术
团队
ü 敏捷教练培养体系
敏捷中心主要由专职的敏
捷教练组成,直接向敏捷
转型的总负责人汇报。敏
捷教练将在部门和组织两
个层级指导工具与管理两
方面的敏捷转型。
ü 组建敏捷中心
Based on team unit to constantly enhance agility level
16. Appraisal and roadmap: always consider the objective of company
16
Current Situation
Future
Traditional
Double
speed
Multiple
speed
Overall
agile
17. 3 major strategies for banks to achieve agility
17
Experimental
transformation
On-demand
transformation
Overall transformation
No clear goal, no focus
Nourishing style
Problem driven, clear objective
Conventional treatment mode
Organizational agility at once
Shock therapy
Situation ‐ Market share, profit level in
leading position
‐ The resources are abundant
‐ Belonging to the upstream of the
industry
‐ Transformation appeal is not
urgent
‐ Market share and profit level are in
the leading / above average
position
‐ Resources are abundant
‐ Belonging to the upstream /
middle of the industry
‐ Clear willingness to transform
‐ Market share and profit level are in
the average
‐ Resources are abundant, or have
the willingness and ability to invest
in a large number of new resources
‐ Urgent desire for transformation
Advantage Less impact on the organization ‐ Smoothing the impact on the
organization by lengthening the
transition cycle
Fastest transformation
Disadvanta
ge
Ambiguous results, long term Different agility level to collaboration Huge impact on the organization,
difficulty in the resource allocation,
high risk during the implementation
Represent
ative
建立实体部落,全面推行OKR ,有
目的、有规划地进行整体敏捷转型
流程优化为主,不涉及
组织变革
以解决实际问题为导向,建立虚拟
部落制,辅以绩效考核等手段
20. Appraisal and analysis, based upon the objective of the year
20
• Increase the credit card business (acquire 10 million new customers)
• Keep the effects sustainable
Objective
Procedure
& duty
Organization
structure
Decision
making
Product
innovation
Collaboration
system
Hunan
Resources
vitality
determination
IT
system
Operational
structure
Emotional
environment
21. Digging into problems and analyzing causes behind
21
卡PM士气低落
新卡规划流程不够明确
“敏捷架构”本身较难理解和
执行
卡产品人员流失
离职对卡产品影响大
等待总裁会时间较长
产品方案决策周期长
新卡产品提报质量低
反复评审,耗费时间
“战略产品”占比大,存有争
议
卡产品与中后台协同程度低
卡产品小队数量多,粒度小,
人员无法互补换位
卡PM事务性工作较多,占据
经理
组织层级较多
各级向上汇报会议较多
缺乏整体战略规划,战略产
品占比应在合理范围内
在组织文化下,上下沟通不
够顺畅
中后台接口人参与程度低
中后台人力不足,且接口人
经验欠缺
接口人“授权”程度低(中后
台内部评审链条长)
中后台处理卡产品“进件”状
态不透明
协同时效SLA定义不清晰
causeappearance
Product
innovation
Procedure & duty
Human resources
Organization
structure
Decision
making
Collaboration
system
relevant field
一线团队对“敏捷架构”如何
运作缺乏统一理解
22. Setting up concrete goal, ice-breaking, and kick off experimental system
22
ü 管理班子成员
ü 核心团队负责人
ü 上下游协同职能负责人
goal situation solutionbarrier
• 发卡流程
• 工作模式
• 发卡现状
• 实现周期
• IT交付能力
• 如何实现
联名卡快
速发卡?
• 决策
• 流程
• 分类
• 授权
• 协作
• 人力
• 策略
• ……
Brain storming to achieve
common sense
ü 按照产品目标、权益定制程度、工艺等进行一级和二级分类
ü 选取其中3个类别进行快速发卡实验
Catalogue to lower product complexity
26. Virtual operational structure for IT side
26
business
市
场
销
售
运
营
。
。
。
。
。
。
IT
科技产品经理
渠道
核心
测试
架构师
卡
产
品
卡
申
请
卡
交
易
卡
服
务
分
期
&
高
收
益
运
营
商
城
营
销
数
据
代
理
行
业务价值为引导
ü 从业务交付视角重新划分研发组
织为多个部落
ü 业务研发接口简化 ,便于业务
方参与
ü 减少跨系统需求,需求优先级排
序清晰
打造全职能交付团队
ü 研发部落提供对应业务所需
的全能力
ü 部落内建立全职能交付小队
ü 减少移交和等待时间
Organization
研发业务一体化
ü 研发业务同属于卡中心
ü 研发侧统一管理和授权
27. Establishing a virtual professional committee, supplemented with moderate authorization,
so as to move towards flat organizational structure
27
Product
manager
BU
manager
Marketing
GM
CMOVP
CEO
L2
L1
产
品
服
务
委
员
会
Express type
Non-express type
注:为提升决策效率,产品提报方需按要求格式提供产品基础信息
Team leader
BU
manager
Marketing
GM
CMO
VP
CEO
L6
L5
L4
L3
L2
L1
Product
manager
L7
28. Adopting methods such as Kanban, standup meeting, service operation review, SLA
mechanism, to achieve efficient collaboration between virtual/entity structure
28
ü 采用WIKI和看板等线上工具,增强跨职能团队成员的分
布式协作效率
ü 通过看板可视化工作状态和进程;建立多级看板,满足
各层级管理者的关注点
ü 基于看板召开每日站会,及时更新状态和风险,加强沟
通和反馈
ü 规则显示化,明确“交棒”标准和条件,实现自主拉动
ü 不定期KT(Knowledge Transfer),加强能力辅导
ü 合理SLA承诺(Service Level Agreement),建立节奏
ü 针对标准化工作提供模板,明确流程,降低沟通成本
ü 建立回顾机制,培养持续改进和自组织能力
ü 让人员在虚拟团队之间形成流动,针对缺口及时进行人
力“补充”
Standup meeting
Kanban
Wiki
Service operation review
Daily practice
29. Solving specific problems appeared, according to their damage influence (the bottleneck
impact on the system)
29
30. As maturity improves, defining clear authorization mechanism to enhance decision-
making and execution efficiency, so as to improve agility constantly
30
FINANCE
行办会
总行
财审委
卡中心
财审委
授权原则
ü 预算内自主安排,额度内
自主审批
ü 额度外提交总行财审委
ü 超总行财审委权限,提交
行办会审议
Human Resources
行领导
总行HR
卡中心HR
授权原则
ü 行员编制内总包授权
ü 派遣员工授权
ü 自主招聘
ü 关键重要岗位提交行领导
行办会
总行
风控委
总行
营销委
总行
财审委
卡中心
风控委
卡中心
营销委
卡中心
财审委
General Affairs
授
权
授权原则
ü 权限内自主审批
ü 权限外提交行办会审议
授
权
授
权
授
权
授
权
31. Result after 6-12 months
31
Throughput
enlarged by 300%
Credit card volume
increased by 80%
Defect decreased
by 90%
Leadtime shortened
by 60%
32. Business succeed!
Outcome
Investment
Insights2016-2018
零售占比
Loan
2018年
2017年
2016年
零售占比
Revenue
2018年
2017年
2016年
零售占比
Net profit
2018年
2017年
2016年
Strategy
• Promote the agility
of IT / business /
governance step by
step
• Start from retail
business, then
enterprise service,
then branches
HR management:
‐ 招聘与培养机制改革
‐ 架构调整与重组,将敏捷部落
设立为虚拟组织,调整绩效考
评机制
Technology:
‐ 架构重构
‐ 系统云化
Routine procedure:
‐ 授权及流程简化
‐ 看板、回顾等敏捷实践
进入日常工作流程
* 本页数据源于平安集团及平安银行2018年年报
Finance:
‐ IT支出机制变化
‐ 建立业务需求
价值闭环分析
机制
32
ü The leadership unified
thinking, and providing
sustained and strong support
are essential
ü Agility is not the final stop.
Sett up a clear business goal
instead, and ensure everyone
understands it.
ü Establish cross-functional
tribal mechanism of business
and IT, and adjust the
evaluation system so as to
promote agile transformation
continuously