My slides from XP2018 which took place in Porto, Portugal

1. Fighting
the bear
Culture & Fears of Agile
Transformation
Sergey Shcherbinin
Head of IT Governance,
Raiffeisenbank Russia

2. We’re here
This is where I
came from 

3. Raiffeisenbank Russia
Part of Raiffeisen
International (21 Mio clients,
~50K employees)
Top-10 Russian bank (2.1
Mio clients, 8000
employees)
Raiffeisenbank
is Russia’s leading universal
bank for all
who choose quality

4. Transformation
approach

5. Stage 1: 2013-2016
Setting:
• 95% of the organization is pure
waterfall
• IT-only exercise, no business
involvement
• Chaotic experiments with
Scrum & Kanban
CEO simply doesn’t know that
transformation exists
Result:
no impact on
organization

6. Stage 2: 2016-2017
Setting:
• Transformation is delivered by
cross-functional team (IT, BU,
PMO, HR, etc)
• Unified approach to training &
implementation of Scrum
CEO play the role of PO for the
transformation team
Result:
20+ Scrum teams
delivering value

7. Stage 3: 2018 - now
Setting:
• The whole company (w/o
branches) involved in
transformation
• Issue of scaling and E2E
product development
CEO & the Board play the role of
transformation team
Result:
LESS product launch, same
terminology, new org
structure & roles

8. Wait a minute…

9. CEO is not enough. Top & Middle
management are the key
stakeholders

10. Same approach to
training & same
terminology from the
day one

11. You can’t avoid the issue of
scaling in large enterprise

12. Cultural challenges

13. Dev Team
Non-initiative
Box-minded
No T-shape
PO
SM
Dev Team

14. Product owner
Style of leadership
Lack of vision
Push vs Pull

15. Oh, they said PO is
guilty. Again.

16. Scrum master
Ex-Managers
“Too soft”
Cargo rituals

17. Dev Team
Non-initiative
Box-minded
No T-shape

18. Comprehensive approach
to L&D
Widest possible
communication
Consistency on all levels
How we fight it

19. Invest in people 3
times more
Even if you think you’re
investing a lot

20. Sergey.Shcherbinin@gmail.com
Thank you!