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WHY AGILE FAILS
(Agile Implementation in
Financial Services in Indonesia)
pandu.aditya@mekar.id
Question 1 : What is the similarity ?
UNI SOVIET
&
in Indonesia
RIGID BUSINESS PLAN
> U.S.S.R with their 5-year economic plan
> Banks with their annual business plan before they
do anything
Question 2:
- Why are banks (& other traditional financial institutions)
so rigid ?
- Why are they not as Agile as you guys crazy startups?
Banks and other
traditional FIs You crazy startups
Strict KPIs based on regulatory
compliance and gross margin
Innovation-based KPIs
vs
We need to understand the very basic motive: KPIs
Between This This
Fail to define, to prioritize, to
increment, & to iterate
Spend resources in a product that is:
Not wanted/
Not profitable/
Takes too long to launch/
Defective
OR
WHILE FOR MANY NON-BANKS THE OPTION IS CLEAR
> Annual business plan is mandatory; required by OJK (and other dudes in charge).
> We have hundreds of regulations to comply with.
While those startups only have a few regulatory requirements (if any at all).
> We cause systemic risk, economic catastrophe, if we fail.
While those crazy risk takers would only fail to pay their bills if their business fails.
> Running cross functional teams is not that easy
(changes in organizational structure need OJK’s acknowledgment or approval).
> Our shareholders’ expectations are different from yours.
> etc …..
WE (BANKS) CAN’T JUST CHANGE OUR BEHAVIOUR
But, much adaptation
is needed
IT DOES NOT MEAN THERE IS NO HOPE
Values and Principles
Operating Architecture
HR Transformation
Planning and Budgeting
Others??
ALL THOSE EFFORTS NEED THEIR FULL SUPPORT
YET, WE STILL HAVE ANOTHER CHALLENGE
Sprint??
Retrospective??
Scrum Master??
WHICH ONE IS YOUR MANAGEMENT TEAM GONNA LIKE?
Use the door your boss is
already familiar with
And come out the other side
as Super Agilista
INDIVIDUALS AND INTERACTIONS OVER PROCESSES AND TOOLS
Yes I know what you may want to say. This is not an appropriate example.
At the end of the day, your customers don’t care
whether you’re Agile, Lean or whatever.
They only want great products.
The more your management is engaged with you,
the closer you get to meeting your customers’
expectations.
Founder Putera Sampoerna
Shareholder PT Sampoerna Wirausaha, Putera Sampoerna Foundation
Partner bank BNI, Bank Amar, Bank Sahabat Sampoerna, Bank Permata
Funding adviser KPMG
Auditor Crowe Horwath
Tax Consultant Deloitte
Regulator OJK
BACK UP DECKS
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
Agile Values
1. Customer satisfaction through early and continuous delivery
2. Accommodate changing requirements, even late in development
3. Frequent delivery of working product
4. Collaboration between the business stakeholders and developers throughout the project
5. Support, trust, and motivate the people involved
6. Enable face-to-face interactions
7. Working product is the primary measure of progress
8. Agile processes to support a consistent development pace
9. Attention to technical detail and design enhances agility
10. Simplicity
11. Self-organizing teams encourage great architectures, requirements, and designs
12. Regular reflections on how to become more effective
12 Agile Principles (modified)

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Perfect Wedding: Lean Startup and Agile

  • 1. WHY AGILE FAILS (Agile Implementation in Financial Services in Indonesia) pandu.aditya@mekar.id
  • 2. Question 1 : What is the similarity ? UNI SOVIET & in Indonesia
  • 3. RIGID BUSINESS PLAN > U.S.S.R with their 5-year economic plan > Banks with their annual business plan before they do anything
  • 4. Question 2: - Why are banks (& other traditional financial institutions) so rigid ? - Why are they not as Agile as you guys crazy startups?
  • 5. Banks and other traditional FIs You crazy startups Strict KPIs based on regulatory compliance and gross margin Innovation-based KPIs vs We need to understand the very basic motive: KPIs
  • 6. Between This This Fail to define, to prioritize, to increment, & to iterate Spend resources in a product that is: Not wanted/ Not profitable/ Takes too long to launch/ Defective OR WHILE FOR MANY NON-BANKS THE OPTION IS CLEAR
  • 7. > Annual business plan is mandatory; required by OJK (and other dudes in charge). > We have hundreds of regulations to comply with. While those startups only have a few regulatory requirements (if any at all). > We cause systemic risk, economic catastrophe, if we fail. While those crazy risk takers would only fail to pay their bills if their business fails. > Running cross functional teams is not that easy (changes in organizational structure need OJK’s acknowledgment or approval). > Our shareholders’ expectations are different from yours. > etc ….. WE (BANKS) CAN’T JUST CHANGE OUR BEHAVIOUR
  • 8. But, much adaptation is needed IT DOES NOT MEAN THERE IS NO HOPE Values and Principles Operating Architecture HR Transformation Planning and Budgeting Others??
  • 9. ALL THOSE EFFORTS NEED THEIR FULL SUPPORT
  • 10. YET, WE STILL HAVE ANOTHER CHALLENGE Sprint?? Retrospective?? Scrum Master??
  • 11. WHICH ONE IS YOUR MANAGEMENT TEAM GONNA LIKE?
  • 12. Use the door your boss is already familiar with And come out the other side as Super Agilista INDIVIDUALS AND INTERACTIONS OVER PROCESSES AND TOOLS Yes I know what you may want to say. This is not an appropriate example.
  • 13. At the end of the day, your customers don’t care whether you’re Agile, Lean or whatever. They only want great products. The more your management is engaged with you, the closer you get to meeting your customers’ expectations.
  • 14. Founder Putera Sampoerna Shareholder PT Sampoerna Wirausaha, Putera Sampoerna Foundation Partner bank BNI, Bank Amar, Bank Sahabat Sampoerna, Bank Permata Funding adviser KPMG Auditor Crowe Horwath Tax Consultant Deloitte Regulator OJK
  • 16. Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan Agile Values
  • 17. 1. Customer satisfaction through early and continuous delivery 2. Accommodate changing requirements, even late in development 3. Frequent delivery of working product 4. Collaboration between the business stakeholders and developers throughout the project 5. Support, trust, and motivate the people involved 6. Enable face-to-face interactions 7. Working product is the primary measure of progress 8. Agile processes to support a consistent development pace 9. Attention to technical detail and design enhances agility 10. Simplicity 11. Self-organizing teams encourage great architectures, requirements, and designs 12. Regular reflections on how to become more effective 12 Agile Principles (modified)