The challenge
In 2018, ING embarked on a significant transformation toward Agile methodologies, opting the Spotify model after thorough consultation with McKinsey & Co. This decision was driven by the Unite 2020 vision, aimed at integrating the BE and NL banks into a single, more efficient entity.
ING historically faced challenges due to the separation of the two banks, leading to issues with meeting delivery deadlines. More often than not, they were not delivering on their promises or meeting their customers’ satisfaction. To address these challenges, ING sought experienced professionals to drive this initiative, and I was among those enlisted to help them achieve their goals. For further insights, I have detailed this experience in an extensive blog post.
The challenge
In 2017, Lloyds Banking Group recognized the need for a significant transformation within its Payments division. The goal was to enhance efficiency, improve delivery timelines, and foster better communication and transparency within teams. This transformation was part of a broader initiative to modernize the bank’s approach to business and technology.
To initiate this transformation, Lloyds embarked on implementing agile methodologies within its business transformation project. This move was critical in addressing the evolving demands of the banking sector and the expectations of their customers. The transition was led by a dedicated team, of which I was a key member, responsible for stakeholder management, coaching team members, and management.
The challenge
In 2018, Vodafone was experimenting with various scaled Agile frameworks. Two of those were the Spotify model and SAFe. The primary goal was to increase customer value and optimize the organizational structure by adopting agile methodologies. This initiative was part of Vodafone’s broader strategy to enhance operational efficiency and customer satisfaction. I was called to assist identify the potential capability of rolling out the Spotify model in the Infotainment Tribe, comprising the My Vodafone app, KYC and Id, and the billing departments.
The journey began with assisting the leadership team, which included the Head of Technology, Head of Commercial, Principal Managers, and Commercial Managers, in focusing on agile methodologies to add more value to Vodafone’s customers.
The challenge
Swift embarked to its Agile transformation in 2019, and I was called to assist them with its most strategically critical projects, the Transaction Management Platform and the adoption of the ISO20022 standards. The coupling of these two, would enable Swift to provide a centralized view of transaction data so that all participants can access it simultaneously in real time, and enable CBPR+ messages to run seamlessly.
Swift is in the unique position of being a non-for-profit organization that exists to assist the banking community of around 11,000 banks worldwide fulfill their day to day payment, and has a deep culture of senior SMEs. With the help of McKinsey & Co, Swift adopted the Spotify model and gradually created 11 Tribes compising around 150 people each.
As an agile coach, Achilles is someone patient, who can take a step back if necessary to evaluate what’s needed to reach the goal and create an environment where every individual feels appreciated and encouraged to grow. This combined with his straight forward, trustworthy and humorous personality he has a large impact on his teams. We were very lucky to have him in our team and I’m sure that our paths will cross again!
– Miet Postelmans | Talent Acquisition Specialist bij KONE
If you’re seeking transformative outcomes for your organization, I’m here to guide you with proven methodologies and hands-on expertise.
