Can BIG be BEAUTIFUL? Carsten Smith, Group

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Audrey Ray
5 years ago
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1 Can BIG be BEAUTIFUL? Carsten Smith, Group

3 Big WAS beautiful can it BE again? (in the 80 s and 90 s) 3

Nykredit: A company undergoing (big) change

(2015) DKK 11,9bn Profit (2015) DKK 4,9bn 3.

leadership values Empowerment Academy for

4 Nykredit: A company undergoing (big) change Company factbox Founded in 1851 One of Europe s largest bond-issuers Largest lending institution in Denmark DKK 1,121bn Revenue (2015) DKK 11,9bn Profit (2015) DKK 4,9bn employees Change corporate culture New leadership values Empowerment Academy for systematic training of 400 leaders Group CEO Michael Rasmussen 4

5 I saw the angel in the marble and carved until I set him free Michelangelo ( ) 5

A paradigm shift for Nykredit IT: becoming a service provider IT factbox Large systems landscape (400+ apps) woven

cloud International multi-location setup 400 employees We must start doing things differently Imagine Google or

New market entrants offer viable alternatives to the classic banking products like deposits and loans.

6 A paradigm shift for Nykredit IT: becoming a service provider IT factbox Large systems landscape (400+ apps) woven from - vendor applications - homegrown applications - sourced services, incl. cloud International multi-location setup 400 employees We must start doing things differently Imagine Google or Starbucks as a bank. Unthinkable? Not at all. New market entrants offer viable alternatives to the classic banking products like deposits and loans. And they are not the only ones wanting to conquer the marketplace. We must prepare Nykredit to do so. IT and Retail have taken the first steps. Group CIO Carsten Smith Agile transformation Empowerment Open architecture for Open Banking Partner APIs 6

Starbucks as a bank. Unthinkable? Not at all.

banking products like deposits and loans.

marketplace. We must prepare Nykredit to do so.

IT factbox Large systems landscape (400+ apps) woven from -

7 A paradigm shift for Nykredit IT: becoming a service provider We must start doing things differently Imagine Google or Starbucks as a bank. Unthinkable? Not at all. New market entrants offer viable alternatives to the classic banking products like deposits and loans. And they are not the only ones wanting to conquer the marketplace. We must prepare Nykredit to do so. IT and Retail have taken the first steps. IT factbox Large systems landscape (400+ apps) woven from - vendor applications - homegrown applications - sourced services, incl. cloud International multi-location development setup 400 employees Some of the talent on our team: Group CIO Carsten Smith Agile transformation Empowerment Open architecture for Open Banking Partner APIs 7

8 A paradigm shift for Nykredit IT: becoming a service provider IT factbox Open architecture for Open Banking Exposing REST APIs Ambition level: Partner APIs 8

9 A paradigm shift for Nykredit IT: changing the technology stack IT factbox Client technologies Service technologies 9

10 10 The digital challenge is change : disruption + technology + security + speed - agility is a prerequisite to remain relevant

11 11 The transformation of Nykredit s company culture

12 12 must release our full potential

13 13 Is bi-modal the answer?

14 14

15 We started by building a vision for IT around agile and then initiated a pilot at large scale to learn the problems of agile at scale 15

16 16 The pilot proved our hypotheses some we learned the hard way

17 17 The essence of our agile organisation V1.0 is (more) fixed teams, with deeper business & tech insights, and faster off the mark

18 Less being really sure' more Empowerment It is our ambition to create a company culture that nurtures everyones span of control within clear boundaries and wirh common goals, where we all assume responsibility and exemplify initiative is a 2-way street 18

19 19 and the essence of our transformation is to create the right conditions for the teams to function

20 20 When we say agile organisation, we mean the entire organisation - these are the CIO and the senior leadership team kanban boards

21 21 Core elements in mobilising the agile organisation - while we re off to a good start, there is still a lot to be done

22 Nykredit s agile transformation journey? Value streams T-competence team profiles Emergence of value stream teams Embedded business resources Scaled agile Consistent (high) maturity in teams Effective delivery of complex solutions Starting point Matrix organisation Separate project & maintenance teams Agile organisation V1.0 Agile methodologies fully adopted Fixed teams with dedicated Product Owners Teams assume full lifecycle ownership of SW 22

23 Agile = IT s Swiss knife? Solves all Solves a lot 23

24 24 When the sum of many small efforts makes one large delivery, BIG is BEAUTIFUL

25 25 Q&A

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