Agile Transformation

Leading Change and Developing Agile Management Skills for 5000 Professionals in Asia

The Financial Institution

Founded in 1865 to finance trade between Asia and the West, today our client is one of the world’s largest banking and financial services organization serving more than 38 million customers worldwide.

Headquartered in London, the bank operates through long-established businesses and an international network of around 3,800 offices in 66 countries and territories.

Bank continued to grow through a number of acquisitions across the globe. In November 1998, bank announced the adoption of a unified brand, with the aim of enhancing recognition by customers, shareholders and staff throughout the world.

In the 21st century, bank renewed focus on its birthplace, growing its business in China both organically and through a series of strategic partnerships. Bank’s diversification and its core values of financial strength and stability have stood it in good stead in the recent global turbulence in economies and markets, and it remains well placed to deal with an uncertain world.

Our Trainers

Business Goals

  • The banking industry is going through Digitalization, which made it imperative for the bank to embrace Agile for the Technology team. An Asia-wide Agile Transformation initiative was launched for all the employees of the bank.
  • Target was to train over 5000 employees from different diverse Tech & Business Teams across Asia Pacific Region.
  • The task was to up-skill them in a limited time frame of 12 months (which felt like impossible feat to manage).
  • Demographic and cultural differences also posed barriers in rolling out the Agile Training & Coaching Solutions.
  • There was also a big challenge to overcome resistance of the Employees towards Agile as they were anxious about their future due to the Robots making headlines.

LSF's Solution

  1. The Agile Transformation, started with the first step of getting the Senior Leaders on board. Crisp and clear messages was communicated to everyone about the changes and future way of work through workshops & coaching (co-facilitated by Project Sponsors). Achieving clarity of thought of amongst the Senior Leaders helped build confidence in the next layer of Managers and steered them to believe in the positive direction.
  2. Second phase of the Implementation started with rolling out Awareness Sessions in big groups. Several seminars were done to cover almost 100+ people in each seminar.
    a) This helped not only in spreading the message across but also overcome resistance in the staff. We managed to cover the masses through this intervention.
    b) With the help of these sessions people were made aware about the WHAT and WHY Agile Transformation is needed. It is important to understand the Why & What before people were told the HOW to adopt the changes coming there way.
  3. In Phase three of the implementation strategy, people were put through classroom training ¸sessions and Foundation Courses were run for all most all of the staff members as they all were going to be a part of the change.

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