Why does the business love Agile development?

Agile continues to be the preferred way of delivering business outcomes. Still organizations use waterfall techniques especially to the system of records. But it is agile that is becoming de rigeur for system of innovation and differentiation. Agile’s willingness to fail is the primary reason that endears it to the business.

I have been involved with more and more teams, especially in Europe. There are some very clear observations that are quite evident.

1. The mentality and emotion quotient surrounding a waterfall project team is still based on avoidance of risk. Of course, they do fill up the RAID log as it is commonly known. Documentation trumps up all other requirements.

   

   Agile Model in action

2. A pre-mature optimization happens in the delivery of such waterfall projects. Many factors contribute to it. One is the time lag behind the business requirements and delivery when everything changes around you in a faster manner. Second, the freezing of architecture and design without understanding some of the future-changes start pushing the projects into a tight corner.
3. Integration happens at the last and that’s where new but significant risks start to emerge as the project deals with other adjacencies.
4. Agile embraces risks and that’s what makes it adopt a different approach. The team starts in a humble manner and learn as they progress. Early and constant feedback changes the games.
5. With each sprint / release, integration happens. The product may be incomplete but it is brutally subjected to feedback and criticism. In general, the right behaviour, in agile teams, doesn’t make them nice and avoid negative feedback. The old adage “Silence is golden” doesn’t work.
6. As the teams, in waterfall, are split into smaller units for tighter control and delivery, the risks due to dependencies (known or unknown) rise faster. Michael Nygard says in Architecture without an end state “The problem with dependencies is that you can’t depend on them.”
7. Waterfall assumes the leader is quite capable and prone to enforcing a herd mentality. This works well to avoid a difficult terrain but not when the business is waiting to expand. In agile, the management trusts the teams to find their own way. This is not to was off one’s hands completely. After spending time to help the teams understand the big picture, trust the team to negotiate further. Equipping and empowering culture are important.
8. Recognizing that change is quite frequent, it is better to work on what we know latest instead of applying an artificial freeze. Agile teams remain flexible.
9. Team happiness becomes critical in agile teams. Continue to measure it.
10.  Agile teams indulge in such planning where more minds are put to work. Instead of waiting for someone to solve their problems, they are encouraged to find their own. The team, typically, rises to the challenges and comes with measures.

Not all parts of IT need to become fully agile for the sake of it.  But, the entire IT, as a coherent entity, needs to be agile o rnimble enough to the changing business. Where it makes sense and where IT remains a blocker to realizing business outcomes are those areas that should embrace this culture. 

Finally, a word of caution. Do not brand agile with no-process or free-for-all approach. It is where you lay the stress that becomes different. Projects in agile mode are also supported by quality and rigorous document and associated metrics. Informality should not be confused with indiscipline.

Is digital transformation the panacea?

Every enterprise is in some stage of “Digital transformation” today. The new ones are born digital anyway. But, is transforming the enterprise digitally enough to maintain their competitive advantage? Does this automatically bring the organizations closer to the business? The answer is NO.

Today’s digital world is shaping the way customers, markets and even employees think, write, share ideas, experience the world leading to changed buying behaviour. The options, before the stakeholders, are vast. Customers change their needs fast even building up some en route. How efficiently can the enterprises understand these changes? The key to success is whether they can make use of this digital transformation into delivering “Personalized experiences or realities” on time. An example is the Japanese e-commerce site Zozotown. Its mobile app is paired with Zozosuits to take customer’s body measurements. They can then order individualized clothes online.

Whilst this is on the customer side, what about employees? Employees should become more like “Human + workers” ready to embrace and apply digital technologies to enhance the way they work and deliver products or services.  Both the entire organization and the employees must keep pace with digital maturity. If either one is incompatible, it may pull down the enterprise ability to differentiate.

The markets are no longer fixed or in a single location. They may not even exist today. Welcome to the world of “digital”, “on-demand”, “At the moment” multi-market scenario. Some may last for a while. Others may not. Enterprises must act keeping this in mind. The underlying processes and structure can be monolithic but the entire firm must be nimble and ready to shape-shift in a moment’s notice. For this, the organizations can and should use appropriate AI tools that help predict preferences and changes in the customers’ thinking.

The essence lies in how the enterprises can effectively use the digital technologies to harness the virtual markets simultaneously building “Trust” with customers, employees and business partners.

Skills for shaping the digital enterprise

In the world of digital transformation happening, how do we see the roles emerge? Does the old definition still hold good? Here is a brief view.

Most organization will become “digital” in some way or other. When they change from a monolithic to a digitally agile unit, usually a saviour is recruited and he or she is called CDO (Chief Digital Officer). But things do not end there. Rather it is a start. The entire organization should become digitally nimble. For that, we also need to see how the roles encompass some of these aspects. Mind you, today’s world will not be strict 1-1 mapping. We will find that CHRO and CMRO should work together in incubating labs and the would be their joint KPPs.

CHRO (Chief Human Resources Officer) - Starts with identification of digital gap and engages in acquisition of such talent to fill the gap. Target is for the CHRO to own the “digital experience” and initiate a culture of “incubation labs” that foster and nurture talent closely allied to business as the enterprise becomes digital throughout.

CMRO (Chief Marketing Officer) - Starts with setting up marketing related digital aspects. Target is to own the “digital experience” along with CHRO. All start up labs / eco-systems for building products and experiences should be the mainstay.

What about CTO (Chief Technology Officer)? The vision of CTO means a nice team of geeks who set the enterprise architecture standards for the organization. Of course, the starting point is development of digital architecture. Target will be to own digital product labs.

The all-pervading CIO (Chief Information Officer) will be responsible, initially, for defining and managing digital infrastructure as part of the enabling function of IT. The entire portfolio including the actual digital infrastructure of the organization as well as the target channels of interaction should be governed in the end.

The CDO (Chief Digital Officer) is the digital evangelist at the beginning. He or she should lead the digitalization initatives as well as the incubator labs.

Chief Data Officer is responsible for modelling digital standards and driving data access. All the development of data-driven products and usage of digital to fuel more data and innovation will become de rigueur.

In summary:

1. Culture will change form strict compartmentalization to porous boundaries. Roles and KPPs will impact each other and will require working together not only across functions but also with various service providers and other technology partners.
2. A common set of traits will form the bedrock of digitally nimble organizations. They will include digital thinking and lean principles. The mindset will move from a generalist to digital generalist taking into account the “domain” knowledge specific to the industry.
3. Finally, every one in the new era cannot be a risk avoider. No reward for such a strategy. They will be encouraged to take calculated risk, try out new things rapidly harnessing data from different channels, discard things that do not work out but in the process go towards what is likely to work.

Trends in Banking and their impact to IT service providers

As part of an IT service provider in financial services especially to banks, we are constantly reminded of  and surrounded by what’s happening in the midst of our customers. The changes are hard to miss. We ignore these trends at our own peril!

I see the following 3 key changes happening in banking that have huge impact to IT service providers.

#1. Banks are placing more importance on open banking standards and providing APIs (Application Programming Interfaces) either due to regulatory pressure or from a desire to stay relevant

#2. Banks are using data and AI in almost all services where possible to provide differentiation.

#3. Banks invest a lot in understanding and enhancing their end-customers' engagement with them. They want to make their customers' journey – as much STP (Straight Thru Processing) as possible whilstnot comrpromising on customer experience.

Where do the new customers, especially the millennials, shop for financial products? Where do they perform the analysis and comparison? The answer is in their own mobiles or hand-held devices.  In other words, a strong integrated data management that helps in analysing real-time structured or unstructured data to understand customer better and create a personalized experience is required. IT service providers who understand this and build solutions that can adapt will survive. Such an IT system should allow customers to engage in the channels of their choice at any time. The switching from one channel to another should provide a seamless experience.

Second, long winded vendor selection process (perhaps robbing of certain revenue for “Sourcing advisors”) with a view to reducing cost of the landscape is gone. This is because banks have started focusing more on enhancing experience than cost reduction. This, of course, doesn’t mean the latter is not important. It is just that it has taken a back seat to the former and has huge implications in terms of the type of skills a service provider needs to engage with the banks to develop suitable solutions. And the banks are not prepared to wait for 3 months or more in order to select a partner! Failing fast is the new norm.

The banks are willing to pick up customers at any point in their journey but want to provide a wholesome experience that lasts long and enhances the relationship. A customer may have come to avail a particular banking service, say housing loan, after using online comparison or aggregator tools. But it is in the bank’s interest to hold on to the customers by understanding their preferences and evolving a bouquet of services that are way better than what they are currently having. IT systems can no longer be built to do only one thing. Instead, they should be nimble, lean, have the ability to learn and grow very quickly and provide a means of differentiation to the organization.

Impact to IT service providers

All the above changes affect the Indian IT service providers (ISP) in many ways and in different dimensions.

• Capability: The skills, required for building or changing IT systems, are continuously changing. As a result, people who can adapt quickly are the need of the hour. How fast can a service provider deliver such skills? This has huge impact on reskilling, cross-skilling, recruitment etc. As service providers grow hugely, such changes take long time implement. They have to start exhibiting in pockets and spread them across the rest of the units. They can’t afford to wait for global roll-outs! 
• Skill mix: Major impact in the percentage of thinkers vs builders. As the IT systems of the bank move to providing more and more business value, the fundamental nature of the skills change. ISPs used to break down every piece of IT work and execute 80% or more of them at offshore. This ratio is becoming more skewed. Some of the new type of IT work demands more than 40% work be done close to the customer and falls into the "Thinking" category. As the release cycle reduces, very quick execution is required. This would place huge emphasis on collaboration tools to enhance the quality of work and provide a seamless experience to the banks.
• Location is the third aspect. As the banks expand into new markets and offer new services, there would be demands from ISPs to service them locally. For example, there is a growing market in Baltic region. Many banks are targeting customers in the region who are considered very tech-savvy. Such demands have to be met locally very close to customer. Traditional models of building capability in a monolithic way and transporting the people to the desired locations may not work. The lead time may not be advantageous to the ISPs. Many ISPs make use of centres in off-beat fancy locations. How many of them are known for certain capability other than being a low-cost location? The customers are paying increasing attention to the capability and people being developed in various delivery centres.

All the above will call for various measures, in a co-ordinated way, to be implemented by the ISPs. Guess what, implementing these will not only be simple but add to their growing costs. But the banks may not be willing to give you a long lead time nor absorb a temporary surge in their IT costs! Only those ISPs who are not afraid to experiment and who invest in understanding their customers' journey are more likely to succeed.

Potential introduction of a digital currency called e-Krona by Swedish Central Bank

Usage by % of Households in Sweden

As the markets change rapidly, one important aspect is the movement towards a cashless society. Sweden is at the forefront of technological changes in terms of electronic money and payment systems. The Swedish Riksbank has started a project on the feasibility of introducing digital currency e-krona in place of the usual cash krona.

But once the population moves away from cash, will it rob them of flexibility? Will it make them more dependent on private players and payment systems? What roles does the central bank want to play? All these conundrums are being studied by the central bank. Digital money, by itself, is not something new. The Riksbank already deals with digital money with its participant banks but not the public.

Two important factors of Swedish market are as follows:

The cash to GDP ratio is the lowest in the world for Sweden. Most people do not use cash at all so much so that the tourists have started complaining!

The growth of alternative payment solution providers like Swish. Created by the Nordic banks and used by > 50% of Swedes, this is challenging the unicorns in the field.

“Just Swish it to me” will be the familiar phrase in Sweden when sharing bills or sending payments.  The steps are so simple in Swish – Open the landing page, enter the counterparty’s phone number, amount and comment, Mobile BankID app opens to authenticate payment, confirm with an option to send a text to the recipient and actual transmission without any fee. The transfer is instant and free of charge for private users. No wonder, the swedes have fallen in love with it. 6.5 million users! Norway and Denmark too use similar systems called Vipps and MobilePay. Look at its amazing growth...

Given these, no wonder, the Riksbank doesn’t want to introduce e-Krona without doing a feasibility study and its impact. It will be worth the wait to see how the payment systems and related settlement systems will be reconfigured.

References:

https://www.riksbank.se/en-gb/payments--cash/e-krona/

https://www.thelocal.se/20181016/sweden-leads-the-world-in-cashless-digital-payments

https://www.thelocal.se/20180527/tourists-complain-as-sweden-becomes-more-cash-free

https://medium.com/@etiennebr/swish-the-secret-swedish-fintech-payment-company-created-by-nordic-banks-and-used-by-50-of-swedes-cfcf06f59d6f

https://www.getswish.se