The UKRSIBBANK story

UKRSIBBANK

Top management of UKRSIBBANK got a new leader, had a transformation team and the bank’s experience with agile approaches, and was familiar with the strategy and results in their European offices.

"

Top management of UKRSIBBANK got a new leader, had a transformation team and the bank’s experience with agile approaches, and was familiar with the strategy and results in their European offices.

They came to us with a request to formulate a strategic vision for restructuring the bank towards autonomous, self-managed agile teams.

We started working with them during the lockdown, and so we set up a schedule of regular online sessions over several months.

Our goals:

calibrate the executive team’s understanding of the essence and advantages of agile management approaches
organize sessions to brainstorm the desired future and do SWOT analyses of options
exchange experience by forming cross-functional teams
decide on the new structure and create a plan to achieve it

We used online facilitation, visual facilitation, scaled Scrum (SAFe, Spotify Model), a Scrum team for transformations, and strategizing changes.

The resulting restructuring strategy was approved by top management and the bank’s headquarters in Paris.

‍

Similar stories

Objectives and Key Results Implementation For a Deep-Tech Hardware Company

Through the successful implementation of OKRs, ATLANT 3D reinforced its position as a forward-thinking leader in the field of advanced manufacturing, setting a strong foundation for continued growth and innovation.

Objectives and Key Results Implementation For a Tech Company

This project was a success, and the company was able to establish an effective goal-setting framework that emphasized outcome-based result evaluation. By implementing OKRs, the company was able to align its goals with its overall purpose and strategy, which brought clarity to the organization's direction. With the help of the OKR framework, the company was able to set clear goals, track progress, and evaluate outcomes, ensuring that everyone was on the same page and working towards the same objectives.

Vodafone Ukraine. Organizational transformations.

Vodafone Ukraine created a subsidiary, Vodafone Retail, with the goal of becoming a notable player on the Ukrainian retail market. After a positive experience working with agiledrive to launch and develop product teams, company management again turned to us for help in improving results from the new subsidiary.

Transformational synergy in time of war.

In order to significantly improve the quality of its products, they decided to implement IT product development with internal teams using Agile methodology. OTP had already done a pilot project internally – a new mobile application for Clients who use the bank’s credit services. This positive experience was to be scaled and implemented on the level of the entire company.

Introducing Scrum at banda

banda creative agency had started to grow both in number of projects and number of creative people in their teams. This raised the question of whether to build a traditional hierarchy in creative (executive creative director, associate creative director, group head, etc.) and in management (client service director, group account director, senior manager, etc.). That is, whether to have many management layers.

Introducing changes in the project management culture.

Chain retailer EVA has been the market leader in its segment for many years according to customer opinion. The company starts dozens of new projects each year to improve service and internal optimization, but many projects from previous years remain unfinished. The company needed to accelerate project completion and strengthen its culture of project management.

The Sleeper story: strategy sessions

Sleeper came to us for help in determining a strategy and company goals until 2025. They also needed to inspire and unite a top management team that had been formed only that year.

Fozzy Group. Product owner school

Holding Fozzy Group rethought its business model when they realized that competing as a ‘traditional retailer’ is less profitable.