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OTP BANK'S AGILE TRANSFORMATION SHIFTS INTO A HIGHER GEAR


The agile transformation at OTP Bank started in 2019, with the latest phase of the transformation completed in October 2021. Two consulting firms, RI Consulting and Shiwaforce, were involved in the operational improvement project.

OTP Bank's agile transformation began three years ago and RI Consulting helped it in the latest phase. What have been the main results of this collaboration?

The agile transformation at OTP Bank started in 2019, with the latest phase of the transformation completed in October 2021. Two consulting firms, RI Consulting and Shiwaforce, were involved in the operational improvement project. While RI Consulting led the portfolio process design, Shiwaforce was responsible for the development of the process support tool. As the work has taken into account the specificities of agile and traditional domains, there will continue to be domains that are not agile.

 

Agile organization

Agility means greater organizational decentralization while bringing goals and capabilities closer together. This organizational model is both stable and dynamic, with greater autonomy, commonly defined performance indicators, and a higher capacity for learning. The aim is to get the product to market as quickly as possible. This is why such organizations are customer-focused. The agile methodology provides a framework that enables a company to plan more accurately and quickly, identify obstacles to its development, and retain employees with key competencies. Currently, there is strong competition for certain key competencies in the labor market. It is therefore becoming increasingly important for companies to be able to provide their employees with an operating environment in which they can work effectively and with high job satisfaction.

 

Agile transformation

The agile transformation at OTP Bank started in 2019, with the latest phase of the transformation completed in October 2021. Two consulting firms, RI Consulting and Shiwaforce, were involved in the operational improvement project. While RI Consulting led the portfolio process design, Shiwaforce was responsible for the development of the process support tool. As the work has taken into account the specificities of agile and traditional domains, there will continue to be domains that are not agile.

"The departments that became agile during the transformation that started three years ago are now following a well-established routine of working in quarterly cycles, with priorities planned every three months. However, there are some areas where agile is not an option, and in their case, it has become increasingly difficult to adapt to the new rhythm of work. Thanks to the process developed in collaboration with RI Consulting and Shiwaforce, we expect to be able to bring the two ways of working closer together in a short period of time, as we have developed a solution tailored specifically to our organization," said Bence Kisfalvi, Head of Agile and Business Development at OTP Bank.

One of the key elements of an agile transformation is to take employees out of their functional shells and put them into an entrepreneurial, self-managing multidisciplinary team. The cogwheel approach prevalent in the corporate work environment will disappear and employees will become the driving force behind decisions. Agile organizations were initially only used by software development companies, but in the last two years, the number of agile organizations in non-IT companies has doubled. In addition to the people, the leader needs to have the right competencies: an empowering, motivating and, if necessary, coaching leader who can think systemically and get the best out of people. He or she also has a strategy, a vision, and a sense of where the organization needs to go and leads teams to achieve this.

 

Cooperation framework and results

"Thanks to our collaboration with OTP Bank and Shiwaforce, we are able to extend and optimize the agile operations previously implemented at the credit institution at the bank-wide level. We provide an aligned framework for agile and non-agile areas that enables more transparent, efficient, and faster portfolio management," said Roland Szmola, agile specialist and co-founder of RI Consulting.

In developing the portfolio process, RI Consulting was tasked with developing a direction and framework that would enable the whole organization to plan together and prioritize with the management the most relevant projects which have to be delivered in the next quarter.

In the first phase of the project, a number of stakeholder interviews were conducted, the expert team reviewed the current mechanisms and policies and then developed a process improvement proposal taking these into account, as well as the specificities of the agile and non-agile areas. Considerable emphasis was also placed on preparing key stakeholders to operate the new process.

"During the pilot project, which lasted several months, we reviewed the entire development portfolio of the bank, and then we clarified our focus. The development matrix became clearer for the involved colleagues, giving them a new wave to implement them. Following the transformation, by the first quarter of 2022, a compact strategy was in place that included only 30% of the previous plans, so these tasks now have the only focus and resources. We expect further efficiency gains from this," added Roland Szmola.

The project focused on developing functions that provide value to customers and take into account business requirements but also ensure traceability. Another important aspect in the design of the process was to ensure that everyone who was involved felt comfortable, even if they were just getting acquainted with agile processes.


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