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Experiments in Leadership in a global Investment Bank, Phase 4…
Experiments in Leadership
in a global Investment Bank
Phase 1
Pilots & experiments
6 business areas, 6 self-selecting 'leaders' from IT & biz
Supported by coach/mentor
8 experiments - 7 failed
Group IT transformation
Focus on Blueprint & Playbook
Curated on-demand training and resources
Training hub includes home-grown instructor-led courses
Leadership within the BALC team
Team members as leaders / or not
My expereince of relectant leadership
My downfall as leader
What I hoped to achieve in the team
Phase 2
Pilots & Experiments
Mapping products & IT teams to
managers proved valuable
Showed asset classes where org structure aligned to value delivery
Asset classes where Biz & IT were poorly aligned
Agile leadership discovery
of 80 leaders & managers
across all silos of the bank
Want to fix prioritisation, leadership, and bureaurocracy
Results matched those of Group IT research
Structured interviews and methodical analysis (internal research)
Want to learn from each other, real practitioners, and not on training courses
Group IT
Professional comms
Hiring lead and team members
Shiny new website
Marketing-style explainer videos produced
New Group CTO presents research findings
Listening much appreciated
Confirmed silos and bureaurocracy were problematic
New Group IT transformation
announced
Transformation of entire group
handed to Retail bank
PA consulting invited to support Group based on previous work with retail bank
Encumbent (expereinced) transformation leaders hit hard
Noticed different levels of IT agility
including IB's DevOps experience
Phase 3
Group IT
Transformation
programme created
Governance, managment hierarchy,
reporting, project managers, and 100 people!
PA consulting consultants replace permament staff
in leadership positions
Listening ends and telling starts
BALC IB program to improve
Leadership at all Levels
Proposition
Two places given to managers from the retail bank as a courtesy
Structure borrowed (collaboratively) from the Retail bank
Direct response to research
Act of leadership (by Russ)
Features
Coincided with launch of
Association for Coaching's
Leader Coach accreditation
Silo and hierarchy-busting - all grades (of management)
all primary silos (biz, ops, tech) within the IB
Collaborative - participatory learning
Practice supports intellectual learning
mentors and coaches support individuals
5 x 3 hr learning sessions
6 x 1hr group coaching sessions
6 x 1hr 1-1 exec coaching sesssions
Agile coaches on demand
Structure
Intro
Listening and creating safety
Coach
Stanier's 7 Qs from the Coaching Habit
Leader
Outcomes first
Manager
Managing flow not people
Mentor
Mentoring within coaching framework
Results / impact
Impact for the local business area *
Impact on the organisation
Personal impact for Leader Coaches
Hypothesis of
Leadership
at all Levels *
Decisions moved into the work increase FLOW
Collaboration across silos reduces DEFECTSand prioritisation waste
Reflecting on the work creates OPPORTUNITYand INNOVATION
BACP: Retail bank program for
developing internal Agile Coaches
Collaboration between IB and Retail bank has political advantages
We re-use the BACP program container and modify the content
to suit managers with an emphasis on professional coaching skills
Phase 4 (reflection)