| | DECEMBER 20228CIOReviewAGILE TRANSFORMATION JOURNEYThe NeedKhan Bank is Mongolia's leading and largest private sector bank, having reached over 70% of banking customers in Mongolia over the past 30 years. It has an employee base of 700+ people, with an IT unit of 200+ that caters to the IT and digital needs of the bank. There are more than 200+ IT/IS projects that are in pipeline YoY, with an upward trend in numbers each year.Khan Bank had been utilizing traditional models of delivery for IS projects, but over time, traditional models resulted in bottlenecks that led to many projects not meeting deadline, scope, or budget targets. The delivery challenge has been accentuated by the dynamic nature of business and the ever-changing technology landscape and shorter cycles for time to market. The Bank has decided to go digital in a big way to position itself as a modern, tech-savvy, digital bank. Delivering on this large scope of dynamic business needs means that delivery and processes need to be nimble, lean, customer-focused, and flexible, with shorter delivery cycles. The following are areas in which the Bank has decided to go agile: Break down operating silos and increase cross-team collaboration Avoid hard stage gating and instead be adaptive to change in business needs Optimize delivery in terms of quality and timelines with a greater focus on the customer Be responsive to market forces and customer preferences Realign processes and people to be leaner with more effective outcomes Deliver value to customers and stakeholders Greater satisfaction and happiness for delivery teams Adopt agile beyond IS/IT delivery teamsTo achieve agility goals, Khan Bank partnered with Srijan Technologies for consultation, guidance, collaboration, and implementation of agile transformation. The Journey The journey to going agile included exploring the current setup and limitations, followed by these steps: Define Refine Scale Improve models and processes. It was a By Sachin Nair, CIO, Khan BankIN MY OPINION
< Page 7 | Page 9 >