Making the IT department a trusted partner

BNPP

Agility transformation Banking & Financial Services

Publié le 30 janvier 2020

Laying the foundations for an engaging and lasting transformation

The IT department of the support functions wants to review its operating methods in order to gain in efficiency and innovation, by repositioning itself as a source of proposals for its businesses.

Within the IT Group, the ITG_FIT department is made up of around 1,200 people (including 600 service providers and outsourced teams representing around 200 people). This department has already launched its transformation with varying degrees of success:

Rather local initiatives that do not have a lasting impact on the structure.
A lack of commitment from employees caught up in day-to-day business.
A first attempt at deploying agility that failed to convince due to a lack of resources and a lack of shared vision.

At this stage, the department, under the impetus of its CIO, wishes to go further by :

Developing a customer-oriented culture and a culture of innovation by making agility one of the vehicles of transformation, involving employees in a delivery logic focused on value and quality.
Simplifying and amending the regulatory framework to improve time-to-market.

Engaging employees in transformation

The ANEO and BNPP teams have worked to align the CoDir with a shared intention to transform.

This period also laid the foundations for incubators, an innovation vehicle for IT at the service of its business lines, enabling certain less mature business subjects to be accelerated and technological innovations and services to be offered to ISD customers.

In February 2017, a plenary session organized by the transformation teams was held to share this vision and show the first projects launched in an offbeat mode, facilitating understanding of the issues and increasing the impact in the collective mind, thus inspiring others to contribute

Construction phase and initial successes

From February to June 2017, the ANEO teams worked on building the agile support framework (agile center, coaching contracts, vision of agility at scale) and launching with BNPP teams the first operational support with coaches from various backgrounds with a view to extending the first initiatives as quickly as possible within the structure, including in less conducive contexts (outsourcing development to Romania, for example).

Dedicated initiatives have also been launched for individual professions and functions. This transformation is first and foremost for them, and the aim is to work on this business/IT relationship, which is always difficult in a context of constrained delivery. The first topic addressed is the budget process, with a view to simplifying it, making it more flexible and more transparent.

Up until December 2017, the transformation process focused on marketing the first successes and getting staff to want to switch to a different way of working, while maintaining a strong link with its business units and enabling them to share their successes and best practices across functions.

Ownership

The main challenge in 2018 was to support the IT department's operational groups in globalizing the transformation around the issues and challenges specific to their respective businesses. The first successes in implementing agility at scale left their mark on the landscape, with multi-team projects and programs delivering an end-to-end product with a true medium-to-long-term vision and a process and governance that aligns all stakeholders.

The product vision then sees its first initiatives. In a context where projects and RUN are separate, it's difficult to control the impacts and risks of production and to ensure end-to-end accountability. Awareness of certain scopes has led some projects to rethink the way they operate, in conjunction with their business line, which has become a true Product Owner of the approach, sharing the respective constraints of both worlds (business strategy and IT operational constraints).

2018 is also the year of innovation, with incubators becoming the capsule and on-boarding more and more disruptive projects for the business, both in terms of content (big data, chatbot, RPA) and process (hackathon to select a startup on a business topic in 1 day, or realization under constraint of certain high exposure projects to accelerate implementation).

Anchoring

2019 is the year in which the regal framework has been impacted. Requests for support and transformation initiatives have multiplied.

The agility put in place began to reveal a certain number of obstacles at structural level, a stifling comitology, sclerotic processes... Several initiatives were then launched, both on project processes, the rapprochement of RUN and build... and the setting up of a project portfolio with dedicated governance.

Most of the IT Department's operational indicators improved drastically (time to market, user satisfaction, cost and deadline overruns, etc.). Most operational groups have gradually taken over the management of their transformation, which has been integrated into the management of their business.

New reorganizations have been launched, this time with the ambition of aligning hierarchical organization and delivery to the business lines, and putting employees back into a framework of empowerment and responsibility.

Les plus

Frame the transformation in all its dimensions with the CoDir to align urgency, vision and convergent expectations of the organization.
Involve employees in the first cross-functional initiatives sponsored by the CoDir, which are presented at the employee launch and onboarding plenary sessions.
Multiply local initiatives on agility, innovation and customer relations to demonstrate the added value of new ways of working.
Bring the transformation process back down to the operational groups, in front of their business lines, to take better account of the Group's global challenges, and gradually integrate the transformation into the governance of these ISD entities, making it even more operational.
Impact the regalian framework and processes that are becoming a brake on existing initiatives and delivery efficiency.
Derive a hierarchical organization adapted to the challenges of today and tomorrow, favoring disengagement and alignment with the business lines.

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Making the IT department a trusted partner

Laying the foundations for an engaging and lasting transformation

Engaging employees in transformation

Construction phase and initial successes

Ownership

Anchoring

Ready to change how you work?

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