| | June 20179CIOReviewfor our customers. These trends have shaped our guiding principle which focuses on delivering customer-centric products and services with speed and agility, and with embedded security and compliance, at an optimal cost by empowering our talent.With this guiding principle as the foundation we have seen three major shifts. First, we have established a new technology strategy for the bank that we have named TechVision 2020. It has priorities centered on transforming our future, while strengthening our core. Second, we have reorganized ourselves by domains and shared services to increase accountability to drive business outcomes. The domains are a collection of products and applications in a business domain like Payments and Deposits. The Shared Services teams are responsible for core platforms and services that optimize capabilities across domains. Finally, we have launched a multi-phased operating model that is delivering value iteratively in line with the multi-year direction. Some of the major changes include agile delivery, continuous experimentation, development of talent and culture, technology investment management, financial performance and risk management.Speedy Delivery of ITI will summarize the four key actions that are underway to deliver faster. First, we are shifting the focus from funding mega-size multi-year technology programs to fund a series of customer-centric MVPs. The funding for the next set of MVPs will be gated based on performance of previous MVPs. Second, we have been rapidly introducing automation and leveraging new technologies like big data, robotics, biometrics, and systems management tools to address issues at a much faster pace. Third, we have started investing in an Application Programming Interface (API) framework to enable "plug-and-play" integrations with software product providers. Finally, with strong focus on agile practices, like DevOps, we are integrating important steps like code security assessments and release certifications into the core software engineering practice.While we are making progress in these areas, these changes are challenging and require continued fostering of culture and investment in talent to further mature faster delivery. A Pep Talk with Tomorrow's CIOsNurture trust: Investing in trust development is by far the most critical success factor in an organization's transformational journey. It requires hard and sincere work, and there are no short-cuts on this path.Engage actively: While it is imperative to invest in talent and culture development, invite everyone to contribute as it is your engaged workforce that will deliver big business outcomes passionately.Address leadership issues quickly: While every colleague in a progressive organization can be a leader, any violation of core principles and behaviors should be quickly disciplined. Otherwise, lack of timely action can demotivate the rest.Think strategically, deliver now: Start with big and bold ideas before introducing constraints. This enables organizations to visualize the "art of the possible." While long-term roadmaps serve as a guide post, creation of value iteratively and often sustains credibility.Deliver business solutions, not just technologies - Invest in understanding your business and thereafter co-shape, with your business partners, transformational business strategies that are powered by innovative technologies.Continuously experiment: Leverage the broad resource pool that exists inside and outside banks to experiment novel ways to address issues. Fast fail, learn fast and deliver innovation that matters to our customers. The user-centered design ensures that what is being designed and developed is market-driven and consumer-validated
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