DIGITAL TRANSFORMATION...DIGITAL TRANSFORMATION GILL WYLIE Enterprise Director, Lloyds Banking Group...
Transcript of DIGITAL TRANSFORMATION...DIGITAL TRANSFORMATION GILL WYLIE Enterprise Director, Lloyds Banking Group...
DIGITAL TRANSFORMATION
GILL WYLIE Enterprise Director, Lloyds Banking Group
WHATS THE DIGITAL TRANSFORMATION DRIVERS
CHANGE VALUE TECHNOLOGY COST
CASE STUDIES
METHOD
DEVOPS
DIGITAL NARATIVES
IN DEPTH:
OTHER:
OUR AMBITIOUS TRANSFORMATION AGENDA
DIGITAL FOUNDATIONS
ADAPTIVE ORGANISATION
JOURNEY T0 AN ADAPTIVE ORGANISATION
AGILE
1 Leading Customer Experience 2 Maximising Group Capabilities 3 Digitising the Group 4 Transforming Ways of Working
OUR STRATEGIC PRIORITIES…
NEW WAYS OF ORGANISING
NEW SKILL SETS & WORKFORCE MIX
NEW TECHNOLOGY APPROACH
NEW GOVERNANCE MODEL
…DRIVING A NEW “WAY OF WORKING”
CHANGE DELIVERED THROUGH AGILE
INCREASE IN AGILE COACHES
CHANGE RESOURCE EFFICIENCY IMPROVEMENT
INCREASE IN TRAINING TO 4.4M HOURS P.A.
UP TO
30%
50%
>50%
3.5x
TRANSFORMING LEADERSHIP & CULTURE
REFLECTIONS
APPENDIX
CUSTOMER JOURNEY FRAMEWORK
To focus on delivering consistent and continuous E2E Journey Management – so our
customers receive an excellent Journey experience which is well conducted and
controlled
OBJECTIVE 5 THEMES
ALIGNMENT WITH GT METHODS Ensuring that the Customer Journey framework is reflected in methodologies, training and SWG/OKR Governance within GT STRATEGIC JOURNEY MEASUREMENT & OKR ALIGNMENT Embedding the data architecture for Strategic Dashboards, and establishing them as the core means of change prioritisation from which Customer, Risk and Business Performance OKRs will be derived
STABILISATION & SIMPLIFICATION Limiting expansion of the Journey Portfolio & Criteria to provide a chance to consolidate our Journey management practices across Group and test some simplification initiatives
RISK SUPPORT MODEL FOR JOURNEYS Establishing a robust BUCF support structure for Journeys across all Divisions in time for H1 Assessments, and supporting RCSA deliverables towards an enhanced risk framework
‘RUN’ THE JOURNEY Developing further guidance on delivering excellence in the day-to-day running of a Journey. This will incorporate actions in response to findings from a recent 2nd line opinion paper, plus emphasise the importance of managing feedback loops to improve experience and reduce execution risk
Emerging
BANK OF THE FUTURE ARCHITECTURE MANY OF THE BANK OF THE FUTURE FRAMEWORK CAPABILITIES DEPEND ON ONE OR MORE OF THE TECHNOLOGY CAPABILITIES
MAPPING TO TECHNOLOGY CAPABILITIES1
ENTERPRISE DATA HUB (EDH)
ARTIFICIAL INTELLIGENCE
SINGLE CUSTOMER VIEW (SCV)
DIGITAL PLATFORM EVOLUTION (DPE)
SYSTEMS OF ENGAGEMENT (CASSANDRA)
STRATEGIC CONTENT ENGAGEMENT
PLATFORM (SCEP)
CUSTOMER ENGAGEMENT
PLATFORM (CEP)
API (OPEN BANKING)
CLOUD
HEDGE2
AUTHENTICATION
PAYMENTS
A
B
C
D
E
F
G
H
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K
L
RESPONSIVE / COLLABORATIVE ORG
10 ENTERPRISE
DATA PAYMENTS
9 CLOUD MACHINE
INTELLIGENCE
7
PEOPLE PLATFORM SYSTEMS OF ENGAGEMENT INTERNATIONAL PUBLIC CLOUD MACHINE LEARNING
SINGLE COLLEAGUE VIEW DATA HUB TRANSACTION FRAUD 3rd PARTY HOSTING COGNITIVE
ROBOTIC PROCESS AUTOMATION
COLLEAGUE TOOLING DEMOGRAPHIC MASTER DATA (SCV) DOMESTIC PRIVATE CLOUD INTELLIGENT PRODUCTS
VIRTUAL ASSISTANTS EVENT STREAMING (KAFKA)
ACCESS TO OUR ECOSYSTEM
SEGMENTED EXPERIENCES
INTERACTION PLATFORM
DIGITAL ECOSYSTEM
PRODUCT PLATFORMS
2 4 5
SEGMENTED PROPOSITIONS AUTHENTICATION AS A SERVICE VOICE & IVR APP FRAMEWORK (INC. MOBILE) CONSUMER BANKING PLATFORMS
SEGMENTED SERVICING IDENTITY AS A SERVICE MESSAGING WEB FRAMEWORK PENSION & INVESTMENT PLATFORMS
MANDATES AS A SERVICE VIDEO GENERAL INSURANCE PLATFORMS API GATEWAY SEGMENTED OFFERS
DOCUMENT SHARING COMMERCIAL BANKING PLATFORMS CONTENT MANAGEMENT (SCEP) PERSONALISED DECISIONING
CUSTOMER / CLIENT COMMON SERVICES MOTOR PLATFORMS APPOINTMENT MANAGEMENT PERSONALISED CONTENT
OUTBOUND EMAIL COLLEAGUE COMMON SERVICES
BANK OF THE FUTURE ENABLER FRAMEWORK PROVIDING GUIDERAILS FOR SHAPING DESIGN & INFLUENCING INVESTMENT PRIORITISATION
1Note: 10 Technology capabilities (A-J) presented at Board, with 2 capabilities (K-L) added retrospectively 2Note: Hedges covered separately to address “Scenario 4”
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CORE BUILD DEPENDENCY
K H K
D H K
METHOD
AGILE LEARNING
AGILE CoE
AGILE COACHING
AGILE CENTRE OF EXCELLENCE (CoE) Embedding the Group’s Agile strategy
AGILE COACHING Upskilling colleagues to support lab and Value Stream delivery
AGILE LEARNING Driving sustainable and diverse workforce growth in key capability areas (i.e data science, engineering)
AGILE METHOD DEVELOPMENT & TOOLING Enhance and extend Optimus in approved labs
AGILE CHANGE POLICY Creating adaptive change management processes
AGILE SCALING MINDSET AND METHOD Improving workflow patterns and fostering decision making
AGILE COLLEAGUE CAPABILITY Developing market-leading internal capabilities
MINDSET
Know Your Fear
Change the Game
Look Where It
Hurts
Less is More
Done is Better Than
Perfect
Disagree and
Commit
You Tell Me
North Star
80% Ready
Face It and
Learns
Walk A Mile in Their Shoes
Travel to Become
Wiser
Safe Space
Backed By Believability
Radical Transparency
1 2 1 2
3 4 3 4
1 2 1 2
3 4 3 4
Don’t leave the
Pitcher in too long
5
Useful Feedback
Hurts
Inspire Delivery Encourage Simplicity
Develop Confidence Build Trust
LEADERSHIP POCKET PHILOSOPHIES EMBEDDING A DIGITAL MINDSET