This is an experience report of the journey to adopt agile and lean principles and practices across Barclays Group (120,000 people, 40 countries, 327 years old, in the most regulated industry). We are 3 years into the firm-wide journey, This talk will share lessons that we have learnt. It will also focus on the yin and yang of Speed and Control, as this is a hard challenge in a highly regulated industry with thousands of Control professionals who are incentivised to avoid issues, not deliver at pace. On the

It will also focus on the yin and yang of Speed and Control, as this is a hard challenge in a highly regulated industry with thousands of Control professionals who are incentivised to avoid issues, not deliver at pace. On the surface, there can appear to be a conflict between speed and control.

Certainly, the traditional approach to control inhibits speed. As we are in our third year of firm-wide change in how we do what we do, we are starting to tackle the harder challenges. We are implementing at scale a radical change in how we comply to a huge amount of standards and regulation, this talk will share our learnings to date.

 
2 favorite thumb_down thumb_up 0 comments visibility_off  Remove from Watchlist visibility  Add to Watchlist
 

Outline/structure of the Session

1. Learning through failing. Specific lessons learnt.

2. Speed and control. How to have both.

Learning Outcome

1. Learn from our lessons, avoid mistakes we made, take shortcuts.

2. How to have both speed and control

In a large, old, complex, highly regulated firm

Target Audience

People interested in Business Agility being done in a large, complex, old, heavily regulated firm

schedule Submitted 2 weeks ago

Comments Subscribe to Comments

comment Comment on this Proposal

  • Liked Pete Behrens
    keyboard_arrow_down

    Pete Behrens - 3 Mistakes You Are Making as a Leader

    20 mins
    Keynote
    Executive

    80% of managers believe they support their employees – 25% of employees agree!

    Houston, we have a problem – what you don’t know can hurt you! Most leaders are unaware of how their own thoughts and actions work against their leadership objectives. Ineffective leadership fuels the top three impediments limiting your organization’s agility and growth – the fear of losing control, resistance to change and contrasting values.

    Leadership Agility improves self-awareness, amplifies decision-making, improves outcomes and grows organizational resilience and capacity in highly complex and fast-paced environments. Through the art of story telling from his own personal experience, as well as the experiences of other senior leaders, Pete highlights six mistakes you may be unaware of in your own leadership practice, how they may be working against your intent, and how to reorient yourself to improve your leadership outcomes.

  • Liked David Horowitz
    keyboard_arrow_down

    David Horowitz - Want true agility? Give employees a voice

    David Horowitz
    David Horowitz
    Cofounder and CEO
    Retrium
    schedule 3 weeks ago
    Sold Out!
    20 mins
    Keynote
    Executive

    We are facing an engagement crisis. There is a strong correlation between agile practices and employee engagement, and it's clear that one cannot work without the other. Employee voice is one of the key enablers for engagement. However, it is one of the least understood – and perhaps less practiced – aspects of engagement. Employees see problems. They have ideas, potential solutions, and experiments they'd like to run. But they feel powerless to effect the change they know is necessary. Over time, the cycle of active disengagement continues.

    But it doesn't have to be this way! In fact, agile organizations already have the foundation in place to help individuals raise their voice and be heard - agile retrospectives. Unfortunately, most retrospectives currently do not have the positive ROI we would hope for or expect. Action items, learnings, hypotheses, goals, and other artifacts that come out of retrospectives are not shared with the rest of the organization in a systematic and impactful way.

    This session is about the surprising connection between employee engagement, employee voice, and agile retrospectives. By providing teams with the solutions and support needed to run effective retrospectives, and by following through on the actions that come out of the discussion, you can empower individuals to become more engaged, productive and effective.

    Turns out that effective retrospectives are more critical to business agility then you might have ever imagined.