Financial
The challenge:
Working with VPs to reinvigorate and lead an agile transformation across portfolios dealing with critical UK banking infrastructure (ATMs, BACS, Faster Payments totalling £400m every day). A systems thinking approach was used and ‘optimize the whole’ mantra instilled. A challenging environment as its heavily regulated and uses tech that is 40 years old which does not lend itself easily to quick handoffs and iterative working.
Solution:
To address these challenges a comprehensive solution was implemented.
Multi-program, multi-portfolio teams (400 people) aligned by value delivered to the business and the customer. A full suite of agile and technical training created and delivered to all involved staff and stakeholders. Graduates were a particular focus ensuring they understood the new ways of working.
Revitalised the approach to portfolio management with Lean Portfolio Management - all work between £5k-£5m went through lean business case process – substantially increasing visibility of spend, aiding with prioritisation and reducing time to sign off.
DevOps approach ensured team structure was correct and multi disciplinary teams were organised across product lines (as opposed to individual projects and programmes).
Operational Efficiency
30% Increase
Rolled Out Scale
400 People
Off System Working
50% Reduction
The Challenge
New banking Platform was to be introduced to enable the bank to move to a new digital banking experience covering 19 countries and 11 million customers. Nordea had recognised the need to adapt to evolving market demands and to enhance their customer experience. Disruption to day to day services needed to be minimised during the activity.
The Solution
Existing delivery workstreams were organised into Agile Release Trains – covering a wide range of skills from systems engineering, development, architecture and user experience.
Teams were composed of members from all around the Nordics (Finland, Sweden, Denmark and Norway) the UK and Poland.
Immediate benefits included increased efficiency with management and team members aligned and working together to a common goal, greater creativity as the teams are actively engaged in making decisions around how they deliver the work and buy in from the wider business to support further roll out of scaled agile across the business.
Successful migration to the new banking platform was achieved with minimal disruption to customer services, time to market was improved for features and services to customers, The SAFe implementation not only addressed the technical challenges of migrating to a new banking platform but also helped to foster a cultural shift towards enhanced agility and collaboration within the organisation.