WEBVTT

1
00:00:00.267 --> 00:00:03.100
(uplifting music)

2
00:00:04.928 --> 00:00:09.928
I was the managing director and COO on an interim basis,

3
00:00:09.970 --> 00:00:12.500
and the senior vice president of operations

4
00:00:12.500 --> 00:00:15.680
of a very large, multi-lateral development bank

5
00:00:15.680 --> 00:00:18.240
with global operations.

6
00:00:18.240 --> 00:00:20.410
We came upon the agile way of working

7
00:00:20.410 --> 00:00:22.700
because we'd really seen instances,

8
00:00:22.700 --> 00:00:25.510
primarily at that time, in the private sector,

9
00:00:25.510 --> 00:00:27.010
where it had done three things.

10
00:00:27.010 --> 00:00:29.630
One, it had spread products to market.

11
00:00:29.630 --> 00:00:34.630
It had led to higher level of client satisfaction.

12
00:00:34.640 --> 00:00:37.030
And it had also had noticeable impact

13
00:00:37.030 --> 00:00:39.780
on staff engagement and empowerment.

14
00:00:39.780 --> 00:00:43.490
So, those were the key elements that we were after

15
00:00:43.490 --> 00:00:45.483
to really change the organization.

16
00:00:46.720 --> 00:00:50.320
We did a lot of initial analytical work,

17
00:00:50.320 --> 00:00:53.160
to really get a feel for how things

18
00:00:53.160 --> 00:00:56.730
were working within the organization.

19
00:00:56.730 --> 00:01:00.570
We did work on a manager's span of control,

20
00:01:00.570 --> 00:01:03.960
we looked at our operational processes,

21
00:01:03.960 --> 00:01:06.530
we looked at how our performance management system

22
00:01:06.530 --> 00:01:10.530
was working, we looked at our meeting culture,

23
00:01:10.530 --> 00:01:13.740
and we looked at the way people were collaborating.

24
00:01:13.740 --> 00:01:15.210
So I think the first thing we did

25
00:01:15.210 --> 00:01:17.310
is tried to get a real basis

26
00:01:17.310 --> 00:01:20.328
for what were the issues and what were the pain points,

27
00:01:20.328 --> 00:01:23.230
to form a basis for how we moved forward.

28
00:01:23.230 --> 00:01:25.790
And so first, we took a pilot approach.

29
00:01:25.790 --> 00:01:29.300
Second, we took an approach where we really spent

30
00:01:29.300 --> 00:01:34.300
a lot of time really working with the people in the pilots

31
00:01:34.320 --> 00:01:37.910
to help them understand what it meant

32
00:01:37.910 --> 00:01:39.940
to work in an agile way.

33
00:01:39.940 --> 00:01:44.620
What the sort of agile techniques were,

34
00:01:44.620 --> 00:01:49.290
such as stand-up meetings, kanban boards,

35
00:01:49.290 --> 00:01:53.815
and things like that that allowed them to understand

36
00:01:53.815 --> 00:01:58.080
how the agile ways of working, what they were,

37
00:01:58.080 --> 00:02:01.323
and how they could utilize them more effectively.

38
00:02:03.510 --> 00:02:07.270
The initial outcomes were that 90% of the staff

39
00:02:07.270 --> 00:02:09.570
who were engaged in the processes

40
00:02:09.570 --> 00:02:13.100
felt that they saved time and yielded a higher

41
00:02:13.100 --> 00:02:15.280
value output for the client.

42
00:02:15.280 --> 00:02:18.240
So there was, on the staff engagement,

43
00:02:18.240 --> 00:02:19.690
there was an immediate feedback

44
00:02:19.690 --> 00:02:22.710
that the ways of working were quite positive.

45
00:02:22.710 --> 00:02:26.370
The research department did some work

46
00:02:26.370 --> 00:02:29.310
and found that the agile had saved

47
00:02:29.310 --> 00:02:32.570
sort of $8 to $10 million a year,

48
00:02:32.570 --> 00:02:34.760
in the areas that it'd been implemented.

49
00:02:34.760 --> 00:02:38.520
We were able to shorten processing times

50
00:02:38.520 --> 00:02:43.470
and improve quality by ten, measurable, by 10 to 15%.

51
00:02:43.470 --> 00:02:46.625
We also were able to achieve a shortening

52
00:02:46.625 --> 00:02:51.510
of the loan documentation by almost 65%,

53
00:02:51.510 --> 00:02:53.233
with some estimates would say that,

54
00:02:53.233 --> 00:02:55.840
when rolled out across the organization,

55
00:02:55.840 --> 00:02:59.760
that would save 27,000 staff hours.

56
00:02:59.760 --> 00:03:03.130
So I think all of the initial outcomes

57
00:03:03.130 --> 00:03:06.653
and the ongoing outcomes have been very positive.

58
00:03:08.290 --> 00:03:11.340
There's one example, I think, that just recently,

59
00:03:11.340 --> 00:03:15.480
the World Bank has put out a Human Capital Index,

60
00:03:15.480 --> 00:03:20.057
which is an index that allows the assessment

61
00:03:20.900 --> 00:03:23.630
of the level of human capital development,

62
00:03:23.630 --> 00:03:27.050
and what happened there was that that was an index

63
00:03:27.050 --> 00:03:29.840
that needed to be developed very rapidly,

64
00:03:29.840 --> 00:03:31.470
and when they began the development,

65
00:03:31.470 --> 00:03:35.550
one of the agile fellows was in the vice presidency

66
00:03:35.550 --> 00:03:38.410
that was going to put together this index.

67
00:03:38.410 --> 00:03:40.700
And because of the speed that it needed to be done,

68
00:03:40.700 --> 00:03:42.480
they did it through agile techniques,

69
00:03:42.480 --> 00:03:44.700
and I think they got it done very quickly,

70
00:03:44.700 --> 00:03:46.170
and it's been very successful,

71
00:03:46.170 --> 00:03:49.530
and I think that's an indication

72
00:03:49.530 --> 00:03:52.770
of how much the agile way of working

73
00:03:52.770 --> 00:03:55.290
is ongoing in the culture,

74
00:03:55.290 --> 00:03:57.793
and how it's changing the way the bank works.