Agile Adoption with Business Teams

One significant challenge faced by the IBG/CIBG segments of the bank was the frequent delays and missed deadlines in delivering services to clients, which led to considerable dissatisfaction. Inefficiencies within teams often resulted in a blame culture and fostered distrust among different groups.

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Additionally, the prevailing work culture was characterized by a command-and-control approach.

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Prior to the adoption of Agile methodologies, the Lean Office aimed to assist teams in enhancing cycle time reductions and monitoring deliverables. They successfully shifted team mindsets towards shorter delivery cycles, implementing 30-day sprints with a 90-day release cycle and establishing lean processes. However, while Lean provided some initial successes, there was a noticeable lack of alignment among various teams and a need for a more disciplined approach to achieving results.

In this context, the implementation of Lean-Agile methods became essential for instigating the cultural transformation necessary for progress.

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• Instil Lean-Agile Values and Principles with Business Teams which were not technical teams as in any IT/Software organisation.

• Facilitate a shift in mindset from a traditional siloed approach to a more collaborative and aligned working environment.

• Change the way of working from Siloed/Command-Control approach to a more collaborative way of working.​

• Our first step was to discuss the pain-points with CIBG & IBG Segment Heads followed by meeting various teams and function heads.

• Based on the inputs received, the Agile framework that was proposed was based on Spotify model comprising of Tribes and Squads with a modified Manifesto suited towards Non-IT aspects.

• Also prior to kick-starting the Agile processes, initial readiness was ensured on Key Performance Objectives (KPOs) to be achieved for next 90 day release and prioritized the 30 day Sprints Backlog.

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Some Key aspects for Business Teams Transition to Agile:

• Train and Educate entire Tribe on Lean-Agile together

• Create Cross Functional Business Teams involving Sales, Marketing, Documentation and Risk function members.

• Mentor critical roles to align ongoing processes with Lean-Agile practices and recommend improvements.

• Rolled out Scrum in 7 Segments of IBG & CIBG Business Units

• Suggest and Implement Jira as Agile ALM tool for metrics and reporting.

• Coach individual team members whenever necessary

• Develop Internal Coaches of Lean Office for sustained the Agile Adoption

• 10-15% reduction in cycle time of key deliverables

• Teams releasing consumable value in smaller increments of better quality faster

• Number of ticket resolution improved by 70% in 3 months duration post agile adoption.

• Improved alignment between teams and between department groups

• Transformed company culture from siloed teams to collaborative and empowered teams.