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SVB - Coggle Diagram

- - - - Advocated and implemented many improvements to working practices and methodologies - meetings, camera, T1O2, rotas, Kanban
    - - Incorporate "Brainwriting" into meetings to make more productive
    - - Trusted by the senior management to deliver with minimal supervision
  - - - Need to set clear expectations
      - Needs to be direct, unemotional and with reasoning
- - - - How long does each take?
        
        Collect available data (e.g. time stamps) automatically at each stage
        
        Log additional data to better understand problem areas
      - How much variation is there?
      - What is the critical path?
      - Can any processes be done in parallel?
      - Give examples - model install, changes
      - Derive hypotheses for improvements to make
    - - Driver (= client/relationship manager)
      - Every member undertaking process
      - Generate new ideas for improvements
      - Identify bottlenecks
      - What do the clients or people find frustrating?
    - - Development race - improvements needed asap
      - Implement Agile to provide framwork for process improvements
        
        Sprint planning
        
        Stakeholder buy-in
        
        Retrospectives
      - Improve client outcomes & bank rep asap
    - - Time taken, variation
      - Client outcomes and feedback
      - Bank reputation externally
      - Error that hold up processes
    - - Credit rating agencies
      - Regulators
      - Bring processes in-house?
      - Preferential arrangement with 3rd parties?
    - - Helps understand relative performance & set targets to be 'best in class'
      - Derive KPIs, measure progress against
      - Generate ideas
      - What and why are they doing things