SUCCESS CASE: BANCO DE CRÉDITO DE PERÚ
DIGITAL INNOVATION LAB AS BUSINESS AGILITY PURE IMPLEMENTATION TO RE-CONNECT WITH IT
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.
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.
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.
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.
Full restructuration of the most important project of BCP (New Home Banking) applying Nexus-Scrum scaled agile framework.
Implementation of DevOps in 8 months, achieving average production deployments from 1 every 6 months to 12 monthly.
IT adopted Design Thinking and product discovery models as the core of its practices in 6 months.
Winners of the National Innovation Award (Peru 2018)
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