This document summarizes the journey of a large bank transforming its employees and processes to become more agile and lean. It describes how the bank started with low engagement, slow processes, and failing releases. It then details the individual journey employees went through, including gaining awareness of needed changes, desire to support changes, knowledge of new methods, and ability to implement changes daily. Key activities included training, coaching, communities of practice, retrospectives, and recognition to reinforce the changes. The goal was for the bank to operate like a technology company, with smaller, better, and faster releases on a daily basis with zero major incidents.

1. E L E C 2 0 1 7
Story of a
banking
transformation
.
The Individual's Journey to Lean
Presented by: Andrea Darabos,
Lean Agile Coach

2. The individual's
change
How a large bank's individual
employees learned and achieved
business results through lean

3. WHEN IT STARTED
SLOW TIME TO
MARKET
LOW QUALITY
LESS THAN
40% ENGAGED
AT WORK

4. Our Competition
Fintech firms have fast time to market, top talent and lean operations

5. Our Goals
To be a Technology Company
Deliver value "Smaller, Better, Faster"
Deploy small changes daily
Zero business impacting incidents

6. WHAT PEOPLE WERE
SAYING
"This agile
DevOps stuff
is just the
latest fad.
This too will
pass..."
"We surely cannot
become like
Amazon with our
legacy
infrastructure and
processes"
"I have been to the
training but I still
don't have a clue
how to apply it in
my job.."

7. THE
INDIVIDUAL'S
JOURNEY
Awareness
Desire
Ability
Knowledge
Reinforcement

8. INdividual's journey
Awareness of the need for changeA

9. AWARENESS
Posters of True North
CIO, CEO videos
Gamified leaderboard of teams
Coaches help teams' goal setting
Internal early adopter roadshows
Smaller,
Better,
Faster
Releases

10. gamifying
competition
One of our teams built a
"leaderboard" contrasting internal
teams in their ability to frequently
release software to users
Top teams with number of
releases this week

11. INdividual's journey
Awareness of the need for change
Desire to support changeD
A

12. desire
Value-stream aligned, empowered
agile teams
Autonomy, Mastery, Purpose
Fintech newsletter (urgency)
Autonomy,
Mastery,
Purpose

13. How we
performed at
that stage
B
A
0
125
250
375
500
Item 1 Item 2 Item 3 Item 4 Item 5
0
0.25
0.5
0.75
1
Item 1 Item 2 Item 3 Item 4 Item 5
Our teams made 1 release every 6 months
50% of releases failed
Time to market: 1-2 years

14. inverting the
Pyramid,
empowering
teams to improve
Teams were formed around
services i.e. value streams. Desire
to improve was created via value
stream mapping sessions

15. INdividual's journey
Awareness of the need for change
Knowledge of how, what to change
Desire to support change
K
D
A

16. Knowledge
Best in class tech and lean agile training
Followed up by coaching
Value stream maps and visual management
of the delivery cycle
A3 and coaching KATA
Identification of 'blockers' in each team
Show and Tells, Communities of Practice
Internal blogging peer to peer

17. VALUE STREAM AND BLOCKERS
How can we go faster, reduce our lead time?
What is blocking us to have smaller, better releases?

18. Building a habit
from coaching
conversations
We have designed our own
coaching cards in the bank for
managers, team leads to help
create a habitual
DO-MEASURE-LEARN cycle
towards our goals

19. SELF-
ORGANIZING
LEARNING AND
DISCOVERY
We have sponsored, facilitated and
enabled various Communities of
Practice to cross-pollinate tacit
knowledge in the organisation

20. INdividual's journey
Awareness of the need for change
Knowledge of how, what to change
Ability to implement change in
day-to-day job
Desire to support change
A
K
D
A

21. ability
Learn to master your work:
Pair programming daily
Embed and rotate specialist
mentors
Learn to experiment:
Hackathons, rapid prototyping
Learn to improve:
Retrospectives
1%
retrospectives

22. Bite-sized,
steady 1%
improvement
What is our target condition?
What have we tried in the last sprint?
What did we expect?
What has happened?
What is the next step to improve 1%
towards our target?
Read more:
Marginal Gains (Dave Brailsford) +
TOYOTA KATA (Mike Rother)

23. INdividual's journey
Awareness of the need for change
Knowledge of how, what to change
Ability to implement change in
day-to-day job
Reinforcement to sustain change
Desire to support change
R
A
K
D
A

24. reinforcement
Retrospective results, A3s
transparent around the company
Working software and prototypes are the main
measure of progress
Open show and tells
Awards and peer to peer recognition
Open dialogue with HR
value stream mapping on HR processes

25. employee
experience map
Open Dialogue and Retrospectives
with our HR change agents
- hiring process
- performance mgmt
- office layout
and more!
Lean mindset reinforced in non-IT
context. Nice!

26. Bonus: the
environment
Is this environment conductive to
dialogue, creativity and collaboration?

27. better so...
B = f(P, E)
Behaviour is a function of the person in their
environment.
Kurt Lewin

28. Our Goals
To be Technology Company
"Smaller, Better, Faster"
Deploy small changes daily
Zero business impacting incidents

29. HOW you can
BRAINSTORM
LEAN LEARNING
ACTIVITIES, too!
We used the Change Management
cards from Management 3.0
Download the cards at
bit.ly/m30_change

30. Thank You!
Andrea Darabos
Lean Agile Coach
Lean Advantage Ltd
Andrea@leanadvantage.co.uk