SUCCESS CASE: BANCO DE CRÉDITO DE PERÚ
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DIGITAL INNOVATION LAB AS BUSINESS AGILITY PURE IMPLEMENTATION TO RE-CONNECT WITH IT
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CONTEXT
The creation of the Innovation Digital Laboratory gave the bank the capacity to carry out proofs of concept using a Lean-Start-up approach, but IT was unable to operate most of these products or services, due to their operational rigidity and technological limitations.
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OUR COLLABORATION
The main points of friction between the two organizational structures were identified and a bimodal IT operating model was created by carrying out a convergent transformation of the agile models, initiating in parallel a plan to upgrade IT architectures.
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MAIN ACHIEVEMENTS
After the first year, the conditions for IT & Innovation convergence were created.
The consolidation achieved at the end of the second year opened the door to move towards an agile@scale model across business areas.
2016
Creation of the digital innovation laboratory
2016
Start of Agile for Delivery adoption within IT development area
2017-18
Strategic plan for bimodal operation including advanced Agile Demand Management
2018-TODAY
Scale-up to Business Agility Transformation Program based on Spotify/ING Tribes model
The implementation of “autonomous agile organizational models” isolated within an organization, being part of the E2E process, hinders the entire value realization lifecycle, requires a subsequent plan for correction and convergence.
1
Selection of 3 pilot projects to initiate the adoption of agile in IT
2
Creation of the Agile Office to design, execute and govern IT’s agile transformation
3
Design of the IT demand management model to incorporate agile development initiatives.
4
Start of parallel project to upgrade infrastructure and architecture to enable DevOps adoption.
5
Generation of integrated BCP Agile Playbook homogenizing Lean Agil practices to develop software and all design thinking practices for both innovation lab and IT.
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The successful adoption of the agile model by the 3 pilot phases allowed the scale up to 6 Scrum’s teams after the first 6 months.
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Full restructuration of the most important project of BCP (New Home Banking) applying Nexus-Scrum scaled agile framework.
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Implementation of DevOps in 8 months, achieving average production deployments from 1 every 6 months to 12 monthly.
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IT adopted Design Thinking and product discovery models as the core of its practices in 6 months.
![Achieved](https://in2training.es/wp-content/uploads/2022/05/Achieved.png)
Winners of the National Innovation Award (Peru 2018)
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