Case studies from German banking, Aylesbury Vale District Council and Henko
13:55 - 14:55
Andy Barton, Aylesbury Vale District Council
By recognising the need to change a district council in the South East has undergone a transformation process that began with breaking out of the old council mould and introducing a commercial culture which cuts across everything they do. For the last two years, a commercial behaviours approach has been a catalyst for internal cultural transformation. This transformation emerged top-down to create a business focussed workforce with the ability to adapt easily to change. The test now is to sustain this behaviour-led programme and embed it within all employees. Interesting points from this case study include the challenge of managing service and operational knowledge, the removing silos and old behaviours and strategic flexibility, which emerged as a prominent positive feature.
Manal currently works as an independent consultant at a German bank and is presently the Product Manager for the banks’s strategic Profit and Loss Platform, and she'll be sharing details of their Agile experiences.
Philippe Guenet, Henko
“Next year, we’ll all be 80% agile”, promised the CIO. For which outcomes? Reducing costs? Becoming digitally competitive? What does 80% Agile mean anyway? Many digital transformations and Agile adoption programmes start on this wrong foot. This leads to huge efforts and expenses for very little tangible returns in terms of business outcomes. Eventually the development teams are doing Scrum, but the delivery is still challenged, waste is high, and innovation is not getting any faster. What have those efforts missed? The overwhelming answer is people & leadership! In this talk, Philippe will explore developing the three levels of Digital Intelligence with teams & leadership and give practical examples of how to move from resistance to active facilitation of digital performance.