| | MAY 20218CIOReviewIN MY OPINIONTechnology is central to our modern world and the global pandemic has demonstrated why organizations need to invest in their tech infrastructure to support the ever-growing demand for digital solutions. Today, you will need to be nimble to pivot quickly to better respond to your customers' changing needs and unexpected events. Most technologists will be familiar with agile software development practices, but what if technology leaders led their entire company to adopt an agile mindset? You don't have to be a technology company to benefit from this approach. Regardless of the size of your organization, this type of institutional change is going to be difficult. Startups are now born with an agile mindset, giving them a competitive edge that many are trying to stay ahead of. Larger organizations can learn a lot from smaller companies that tend to run lean and be more efficient. There has never been a better time for large companies of all types to adopt an agile mindset, as the benefits will be felt far beyond your firm's technology function. Your first step will be to forge partnerships with your product teams to empower quicker decision making. Everything you do for your customers needs to become a fusion of product and technology. Finding your eureka momentMany of your colleagues outside of technology may look at you in bewilderment as to how technology processes can translate to other functions or lines of business. But consider telling the story of how long it takes to go from concept to market and driving home why it takes that long. My eureka moment happened while outlining the process of adding a button for customers to lock and unlock their credit card online or in our mobile app to protect against fraud. At first, business leaders told me: "It's just a button, how hard can it be?" To be honest, very. Our concept to delivery roughly took 18 months ­ an unacceptable amount of time. Dependencies, change management, bureaucracy and antiquated technology systems held us back. Moving towards a product architecture made our teams' work more visible across the entire company and set a clear map for accountability. We've been on our agile transformation for the last three years. Since then, we've progressively broken-down legacy systems, organized teams around customer value streams and extended agile principles across our technology and business teams. During the pandemic, we also narrowed decision making to key product owners and leaders to create new programs and build technology systems in a matter of days and weeks instead of months and years. That speed helped us to assist our customers when they needed us most. By Rohan Amin, Chief Information Officer, Consumer & Community Banking, JPMorgan ChaseHOW TO LEAD YOUR ENTIRE ORGANIZATION THROUGH AN AGILE TRANSFORMATION
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