Banking is here to stay, but Banks may not. The incoming wave of technology companies dedicated to banking requires banks to consider what innovation strategy, and execution framework they will implement in the coming 5 years. SAFe - an Agile framework for the Enterprise - provides a proven approach to align teams, management, deploy strategy quickly and help teams and organizations focus on the high impact opportunities. This one-hour workshop will introduce the SAFe framework and explain how it can be used as a blueprint for building a culture of innovation that provides a proven method to implement strategies in an agile manner, and develop competitive businesses. From strategy definition to day-to-day execution.
What am I going to get from this course?
• What does a “Culture of Innovation” mean?
The Basics of what it is & how it works
• What are the Key Ingredients for building a culture of innovation?
Building teams, and teams of teams to scale adaptability and agility
Structured and proven approach, based on learnings in the banking industry all over the world
Understanding your customers wants, needs and aspirations
Measuring success and learning quickly with the right framework to speed up learning
• Creating an Innovation Strategy
From an idea to a real-life product in mere weeks. With a method that helps execute, and adapt
Innovation accounting, a radical approach to testing new products, services in a cost-effective and high impact mannero
Motivating innovation contributions at all levels of the organization with a method that empowers all employees to make a difference
Fast time-to-market with the framework to help measure the results and adapt based on near real-time market feedback
3. A little insight that will save your life: A bank is a
software company
4.
5.
6. The average lifespan of a company
listed in the S&P 500 index of leading US
companies has decreased by more than
50 years in the last century (…) to just
15 years today.
13. Common causes of lack of Innovation. The
gap we have to cross:
• Lacking processes that make innovation
possible and or a reliable outcome of
our work.
• Lacking a reliable and repeatable
method evaluate the business value
and impact on business of all the ideas
generated.
• Lacking a method to manage all the
ideas and still deliver concrete, short-
term valuable incremental changes
that helps us understand what works in
practice
14. How do we go about
treating the patient?
5 Actionable changes you can
start with tomorrow that will
enable innovation in your
organization
15.
16. Debrief
• What were the key questions he asked?
• What did he consider as “competition”?
• What were they key words he used?
• How did Christensen find the need?
17. Innovation starts with a deep
understanding of the Customer
1. Do research on your customers and product/service
situations (what job is your product/service hired to
do?)
2. Create hypothesis, test them!
3. Create interviews to explore the jobs your
customers needs solved
4. “Get out of the building” – prepare and execute
interviews
5. Pitch ideas to each other and collect feedback
6. Use the free email support that comes with this
workshop and ask questions about what bothers
you. Vasco.Duarte@oikosofy.com
18. Actionable Change # 1:
Involve your customers in product and service
design by learning about their “Jobs-to-be-
done”
25. 1. Create groups of five, with ten coins per group.
One person is the timekeeper. The remaining
four people process the coins.
2. Person by person, flip all coins one at a time,
recording your own results (heads or tails).
3. Pass all coins at the same time to the
next person.
4. Time keeper records time from the start of
the first flip to the completion of the last flip
for the group.
Large Batch Push
Exercise – Large
Batch Push
26. Small Batch Pull
1. Similar five person process (4+1 time
keeper)
2. Each person flips each coin one at a time
and records the result
3. But, pass each coin as flipped
4. The time keeper records the time from the
start of the first flip to the completion of the
last flip
Exercise – Small
Batch Pull
27. „Working at full capacity is an economic disaster“
- Donald Reinertsen, Principles of Flow
In Progress: 5 Quarters worth of work
In the
backlog: ~4
years worth
of work
28. Actionable Change # 3:
Small is the new Big. Deliver constantly small
increments of value. Reducing risk and
accelerating learning.
39. Slow Processes: a (BAD) example
Time
AddedValue
6 months
trying to get
the project
approved
One day
Brainstorming
new product
idea 6 months
product
development
40. Consequences of slow processes:
•Higher costs -> due to the amount of
work that is pending while the costs are
accruing
•Lower quality -> slow processes allow
for “dirty” workarounds and hide
quality problems (which in turn increase
costs due to rework)
41. Corollary of fast processes
For any given process, if
you can reduce the Time it
takes to execute it, you will
consequently reduce Costs
and increase Quality
43. Different content abstractions for
different stakeholders
User Stories
Features
Epics
Portfolio Items
– Customer
marketable
Longer term
planning (more
than 1 iteration)
Where the
rubber meets
the road – what
we do in one
iteration
Product
Marketing and
Portfolio
Product Owner
+ Architect + UX
Team +
Product
Owner
44. Different ways to manage a portfolio of
Epics/Features
Epic
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Epic Epic
Feature
Feature
Feature
Epic
Feature
Feature
Feature
Epic Option 1:
• Many epics
• Shallow implementation
• New market / new business
innovation
• Typical goal: catch up (me too or tick-
in-box products for reviews)
Epic
Feature
Feature
Feature
Feature
Feature
Feature
Epic
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Option 2:
• Few epics
• Deep implementation
• Technological innovation
• Typical goal: Hero products, unique
experiences, Niche-focused products
45. Epics in progress
Epic work broken down
into features
Features in
Progress
Work
completed
Visualize all work ongoing
From Strategy to execution
50. The process to support the
change:
If you want to know
more:
Contact us at the COBISCorp STAND
Email me at:
Vasco.Duarte@Oikosofy.com
Notas del editor
Briefly about me. I’m probably the only real FINNTECH in the room, since I come from Finland and I’m a technology guy
I was born long ago that for me the point of view on technology is that of a creator, not that of a user.
In other words, I guess you could say that I am the millenials older cousin. Old enough to have been introduced to computers through programming and not Pokemon GO Which gives me a completely different view on technology compared to a millenial, but also allows me to understand the use of technology just like they do,
Before we start. A word of warning. Many of you may not agree with me right now. But hopefully you will by the end of this talk. Your bank is now a software company. Banking is your industry. But it is software that amplifies your business model!
In innovation, business and other aspects of life: the future is already here. Just not evenly distributed. Innovation is about learning to see the future and preparing to execute on it.
This is a clip from a BBC article.
The picture is the first share ever granted in a company. In 1288, Stora Enso issued a share giving a bishop an eighth of a copper mountain. Imagine what that would be worth today. Accruing value since 1288! For 728 YEARS!
The article quotes a study by Professor Richard Foster…
Professor Richard Foster looked at the average lifespan of the companies listed in the S&P 500 in 2012. He concluded that the average lifespan of a company in the S&P500 is 15 years today. That means that if we start a company and have a baby at the same time, the child will not have time to reach college before that company is dead.
Oh, and if you think that having a long story is security against obsolesce, think again.
Innovation can be used as a catalyst for adaptation and survival. To change our business in a way that helps us adapt to the innovation that the market is already pushing. And this is key: the market is already pushing (remember, …
In innovation, business and other aspects of life: the future is already here. Just not evenly distributed. Innovation is about learning to see the future and preparing to execute on it.
Innovation can happen at any level in the organization. A successful approach to innovation will help us harness the creative power of everyone in the organization from the clerk at a branch to the Branch manager to the leadership team!
Innovation is one of the key forces that jumpstarts the immune system of your organization. Like Antibiotics or Vaccines. “Innovation shots” help us shore up our immune system and be ready to react when that inevitably happens.
Oh and just in case, here’s what the doctor says about that.
Here’s what the doctor says: After having diagnosed many sick patients (the curse of being a consultant! ) We can safely say that the biggest gaps in companies that lack an innovation culture are:
ABOUT 10 MIN IN!
ABOUT 16 MIN IN
ABOUT 17 MIN IN
ABOUT 25 MIN IN
We hear about Silos being bad. But what do they feel like in reality? Let’s look at an example…
ABOUT 29 MIN IN
In a waterfall project no one is in control at the end (show bug curve at the end).
Much overtime will be needed to get this product out, and that will be on your backs and on the backs of the product development group (be it software or other complex product). This typically leads to a pattern that some have called “Death March” (concentration camp picture), and that’s how it feels. It feels like we are marching to a concentration camp (rant about lives destroyed by this approach).
You have a responsibility to avoid this pattern in your place of work, and you can do it. Here’s how.
There are many kinds of innovation. Without collaboration we are not considering all the possible types of innovation. In fact, Silos kill many ideas regarding innovation.
At Pixar they focus on getting teams of cross-functional creatives together to build a story together. They have show and tell sessions where they share their ideas for the story, etc. and they work together on the film. From start to end
Lean change Management: a method to continuously improve the organization and break those silos
Scrum is a process framework that helps foster collaboration in the organization
Open Space Technology: a method for facilitating large groups. Harnessing the knowledge from all involved.
A Whole team approach: working as teams helps remove or at least reduce the impact of silos in the work
What SAFe really is: a very disciplined, and lean strategy execution tool.
Strategy execution as a competitive advantage to find and capitalize on opportunities that arise
Can you name a strategy execution method, that starts at the top, and helps you track everything all the way to the day-to-day management ?
Other stories: the story of Nokia: good strategy, good execution, but in opposite directions
TOPIC 1 for EXECUTION: KNOWING WHAT TO WORK ON
So we are here as Product managers. As people that want to contribute to one of the key aspects in our companies’ internal processes: doing the right things.
We can spend a long time talking about how we can do things better, but if we are doing the wrong things that amounts to being better at doing the wrong thing. Doing the wrong thing faster is not how we can be better than the competition.
TOPIC 2 FOR EXECUTION: FAST PROCESSES: QUICK TO MARKET
TOPIC 3 FOR EXECUTION: EXECUTiON THAT IS VALUABLE (COST vs VALUE)
Another important finding is that slow processes are typically co-related with lower quality. This of course makes a lot of sense, because the quicker the process the less errors you can make. If you did the process would be slow, by for example: adding a large validation and verification phase at the end of the project (show picture of a waterfall with the testing/validation appearing at the end).
Waste can be removed from any process, but never by looking at that process in isolation.
In one of the largest programs we’ve run we used a technique that allowed us to make our requirements flexible even as we gave quite clear direction to our development teams about the longer term (they need this for skill development for example). How did it work?
Three layers of requirements: Epics -> Features -> Stories with different layers of ownership and details.
These levels of abstraction allow the organization entities to focus on managing only the appropriate set of requirements that they need to get their job done.
The flexible portfolio with the 2 dimensions of flexibility
The example of the word-editor that can be Notepad or Word
TOPIC 4 FOR EXECUTION: YOU CANNOT MANAGE WHAT YOU DON*T SEE
This brings us to tool #5: Visual management. The impact is significant in the types of conversations that are created as well as the involvement of top management. Now that this organization has work visible, they have been able to start aligning their views on the goals, and also what choices to make.
This is a tool that significantly changed the portfolio management approach at our clients.
TOPIC 5 FOR EXECUTION: PRIORITIZATION IS MANAGEMENT*S MOST IMPORTANT JOB
A collaborative discussion to find out what are the business deliverables better aligned with strategy.
WSJF and Best strategic fit
We’re about to Finish, but before we go I’d like to leave you with an insight that took me many years to develop. But can potentially save you millions. (And you get it for free ;)
SOFTWARE is a 10x technology. What that means is: software powers your business, and can amplify your business model, but it is also very expensive to develop and maintain. So, if you are not looking for at least a 10X return on your investment SOFTWARE might not be the technology for you.
Scaled Agile Framework: SAFe. A process designed to help organizations deliver on their strategy. A Scaled Agile framework that can link your strategy to the every day work, and provide the feedback necessary to improve strategy. This is a process designed around:
Facilitate customer involvement through flexible and agile requirements management
Flow of work that allows the organization to tackle innovative ideas
Quick delivery through small batches, and measure of progress through concrete value deliveries
Reduce the impact of functional separation. Involving all the right people in the delivery of value.
Create transparency from top (Strategy) to the bottom (execution) and back. By creating a feedback loop at the strategy level.