Most banks also cite non-financial goals (e.g.for collaboration) among the most important reasons for embracing business agility, suggesting there are a broad range of intended benefits.
“ The objective for us is to first define a framework around Agile, DevOps, Design thinking, Lean start-up and a number of methodologies that we believe can bring a significant benefit to us in order to deliver products and services to the market in a more efficient way and, more importantly, with a better time to market. And also deliver solutions that are better suited to our customers’ needs.”
Head of Enterprise Agility
Individual technology teams, employees and the COO are each less than half as likely to drive business agility.
“I think the mandate needs to come from really high on top. If the CEO of the company doesn’t believe in the setting you shouldn’t do it, because you will have so many internal hurdles. If at some point in time you end up in a situation where the CEO doesn’t support the operation in talks, presentations, public announcements, or internal discussions, then you end up with a problem.”
Director of New Business
The scope of transformation was almost twice as likely to be organisation-wide than narrower. We also note a “long tail” of narrower spans including functions such as finance and marketing, which have very different characteristics. This reinforces one of our high-level findings: agile is being used broadly.
“We started the approach across the whole firm. Nothing’s out of scope. However, we’re not tackling everyone at the same time.”
Head of Ways of Working
Employee mindset and behaviours are critical when undertaking an agile transformation. In addition, having employees with a deep understanding and mastery of one area, coupled with a shallower but broader knowledge and awareness of different areas is important.
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