A global retail bank had established a standalone Digital Solutions division to keep on top of the threat from fintech companies that had emerged to challenge traditional banking models. Moving to more Agile ways of working was key, whilst still adhering to established bank delivery controls.
The desire to show early benefit and to scale across the global regions led to the rapid growth of the Digital Solutions division. There were several different cross-functional teams, all relatively siloed, replicated across the different regional areas, with little central coordination at a portfolio level for initiative planning and execution and no common method for delivering change aligned to the bank’s standards. This led to business disconnects and a sub-optimal delivery reputation.
To produce a step-change in delivery cadence and reputation, transforming digital delivery to produce:
Project One supported in a number of roles, providing operating model, Agile transition, digital delivery and Agile portfolio and programme management expertise. We:
Brought the delivery portfolio under robust control with appropriate surrounding governance, increasing predictability and pace, whilst complying with the bank risk and controls framework. The centralised portfolio process, aligned to the Scaled Agile Framework, was defined and adopted across all 14 cross-functional teams, providing a single consistent way for each to plan, execute and centrally govern the Agile portfolio. In addition, a struggling programme to deploy a new open banking platform was rescued and delivered into production.
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