In 2017, Jan Juchelka, the new CEO of Komer n Banka, identified the need for the bank to start an enterprise wide agile transformation. He started by working to create a sense of urgency to kick-start a process to enable the level of service delivery to customers he believed is necessary to prepare for a future of increased levels of competition from both traditional players and possible new digital challengers. This journey is embarked upon despite entering a relatively successful operation with a leadership position among peer financial services organizations in several areas. To do so, Juchelka and team begin working to shift mindsets and start adapting the organizational structure towards an agile operating model. The case describes the bank's transformation, including the timeline for each department's move to agile (from HR to Risk), the creation of an Agile COE (Center of Expertise), the training and selection of managers to launch the first "Agile Tribes", and the thought process on how and where to begin. The case also discusses goal setting processes and use of OKRs (Objectives and Key Results), linking an enterprise wide agile operating rhythm, to an outcomes based mindset that meets the requirements of Juchelka and team to empower a more responsive, adaptable and agile organization. The case reflects on the lessons and challenges of launching, leading and scaling an enterprise wide agile change program.

【書誌情報】

ページ数：30ページ

サイズ：A4

商品番号：HBSP-121020

発行日：2021/2/16

登録日：2021/4/14