Format, moved more than 4 thousand people. The move continues. TAdviser Agile-coach of Sberbank Natalya Polyachenko told about it.
The new office of Sberbank called Agile Home will completely occupy the building of the business center at Kutuzovsky Prospekt, 32/1. It has 16 floors. In the future, about 9-10 thousand employees of Sberbank will be able to work here, says Polyachenko. As of May, the 1st, 3rd-6th and 12th-15th floors of the building were put into operation.
In accordance with the new principles of work, employees are now divided into "tribes" - divisions working on various areas of products and services. In addition to “product” “tribes”, there are also “tribes” that work on platform solutions for Sberbank itself.
Each "tribe" consists of 15 teams, including approximately 10 people. They work on tasks in sprints for two weeks each, Polyachenko said.
At the same time, previously business and IT employees existed separately, and now both of these parties are represented in the same team and work together on products. Natalya Polyachenko told TAdviser that as of May approximately 25% of employees in the new office are business representatives, and 75% are IT representatives.
The infrastructure of the new office is built around the "tribes", and separately - around the teams. The office space is organized in such a way that the teams, on the one hand, are quite isolated from each other, and on the other hand, they are close to each other.
On the 15th floor of Agile Home where TAdviser visited, as of May two "tribes" - digital products and mass personalization are placed. In addition to workplaces for employees, there is a conference area, meeting rooms, booths for telephone conversations or tete-a-tete conversations, etc.
The main goal of Agile transformation is to accelerate the introduction of new products to the market. The head of the Retail Business block of Sberbank Alexander Torbakhov noted in a conversation with TAdviser that when working on the old model, it can take up to 2 years from the appearance of an idea to the release of a product on the market. According to the Agile model, Sberbank plans to meet within a few months.
Sberbank began its agile transformation with the retail business. Alexander Torbakhov told TAdviser that as of May, almost all retail products have been transferred to development using the Agile methodology.
As of May, 2017 one tribe and on corporate products - for medium and small business is formed, Natalya Polyachenko told TAdviser.
Alexander Torbakhov noted that the transformation process is not easy: the teams are already lined up in a new way, but the restructuring production process- more complex and lengthy. While in Sberbank, developers, testers and those who are involved in the operation of systems are separate people. At the same time, in a "fully agile" environment, all these specialties should merge into one - an engineer, and one team is able to carry out a full cycle - from an idea to launch into commercial operation, says Torbakhov.
Transfer development to Agile in full retail business is planned until the end of 2017, Torbakhov told TAdviser.
The source of the photo in this article is TAdviser.
Three Agile Offices
The first level - the so-called squads - are self-organizing working groups consisting of 10-15 specialists of various profiles, a kind of small start-ups. The second level is tribes, which unite squads. Collaboration zones are allocated for four tribes on the floor, each of which can accommodate about 200 people.
Initially, the building was designed for apartments, so the floor was divided into fire compartments, which did not imply the free movement of people through it. With the help of engineering and technical solutions, it was possible to withstand all fire regulations and requirements and take into account the needs of a typical tribe: for its successful operation, about eight negotiation rooms, one coffe point and two vending machines are needed.
An ergonomic layout solution made it possible to make the office spacious and provide comfortable working conditions: comfortable workplaces along the glazing front, recreation and informal communication areas, coworking areas and coffee points, libraries and blocks with a meeting room with whiteboards on the walls and built-in storage systems - all at the core of the office. The 14th floor has the largest number of jobs - about 750, which met the requirement terms of reference.
Project "Adetale"
Another floor was entrusted to the architectural bureau "Adetail".
In the project of this team, the office is divided into many work areas, which are located both in open space (open space) and in meeting rooms that are used for the work of project teams.
The very structure of the office is subject to the general formation of working groups - the so-called squats. One squat consists of 8-10 people who work on a specific task. Global issues require squats to be brought together and form a new unit, the tribe. Thus, there are no fixed workplaces in the office, but there are many areas for squats and the ability to combine them into tribes.
For the convenience of scaling the space, the architects resorted to the use of sliding partitions that divide both open spaces and meeting rooms (of which there are 37 in the office) into several zones or combine them into a single room.
In the center of the office there is a special area with a semi-circular wooden volume and a whiteboard, where the tribes can discuss the achieved results and set new tasks. Glass partitions serve not only as a division of zones, but also as a kind of task board, where employees of each squat stick stickers on the current project development process.
There are large screens above each table and a conferencing system is installed so that you can easily contact colleagues from other offices.
The office has 4 kitchens and 11 coffee points where employees can have a snack and relax. A large number of informal areas for work, such as coupe sofas, pouffes, etc., create the feeling of a "typical" office space.
2016
German Gref: Agile is the most radical transformation in the history of Sberbank
Sberbank chose McKinsey as the winner. Boston Consulting Group scored the lowest score despite the lowest bid price.
As a result of the work, which is scheduled until January 31, 2017, McKinsey will receive 120.7 million rubles. Sberbank will pay another 224 million rubles if key performance indicators are met (Sberbank did not disclose their essence in the TOR).
McKinsey will have to prepare proposals for changing the structure, functions and management processes of Sberbank in order to move to the target model of an Agile organization. It is also required to describe in detail the tools of the Agile organization for implementation in the first wave (based on the approved target model and approaches to transformation) and describe the organizational perimeter of the first wave.
After that, the consultant will be required to provide support for piloting the selected agile elements in the current phase and conduct trainings for key participants in the first transformation wave to ensure a sufficient level of readiness of the pilot teams and an effective start.
According to Sberbank's expectations, the new structure and management model of the bank should ensure a radical reduction in the time to market for new products. Management decisions should be developed and adopted high speed, the bank management system should become cheaper, and innovative activity- more intense.
Teaching top managers the basics of Agile
Along with training under the contract, McKinsey defined the target model of the Agile organization for Sberbank. This is necessary in order to further develop a program for transforming the structure and management model based on the principles of a bimodal and Agile organization in a bank.
McKinsey was required to describe possible organizational models, approaches to transforming the management model and structure of the bank based on the principles of Agile and bimodal organization, and to diagnose the bank in terms of readiness for transformation and choosing the best approach (including in terms of HR readiness, IT readiness, maturity of the main management processes, realism of changes in corporate culture - based on previous diagnostics corporate culture), recommendations were prepared on the choice of approach, a transformation plan was developed.
In order to train top managers of Sberbank, the contractor had to organize their visits to major foreign companies working on the principles of a bimodal and Agile organization - to study best practices and share experiences, as well as hold sessions on the topic "Practices for the transformation of large organizations within the framework of Agile and bimodal approaches" with the involvement of leading international experts in these areas.
Gref - the main engine of the Agile approach
In January 2016, the president of the bank German Gref spoke about the plans for the transformation of Sberbank.
The new IT platform will be built on the basis of the Agile approach (it involves breaking large projects into small ones to speed up the output of updates and improvements to the productive circuit), follows from the words of Gref.
Applied on 4.08.2017 with an application for a consumer loan. An employee (Semenov D.S. ext. tel. 335713) issued individual conditions for a "Consumer loan" - 570 tr. for 60 months application number 85----60. Salary over 100 tr. through Sberbank, an apartment in Moscow (in the building where the branch is located), credit history - not 1 day of delay, Russian citizenship, Moscow registration. Semenov D.S. persistently offered to conclude an agreement on compulsory pension insurance. I concluded the agreement, believing that I could well entrust my funds to Sberbank. 08/07/2017 - I clarified the results of the consideration of the application to the contact center, they said that the application was still in progress. 08/08/2017 - I clarified the results of the consideration of the application to the contact center, they said that the application was still in progress. 08/09/2017 - I clarified the results of the consideration of the application to the contact center, they said that the application was still in progress. 08/10/2017 - according to the contact center, the application is under consideration in the amount of 674 tr. I called Semenov D.S., who, when asked about the amount of the loan that did not correspond to the individual lending conditions signed by him, said that the loan was not approved. I asked for clarification on which loan application number the loan was not approved. Semenov D.S. could not answer anything and offered to call his management at ext. number 335717, 335718. Phones are not answered. After a conversation with Semenov D.S. called to contact center I was told that my application was denied. Questions: 1. How 570 tr. steel 674t.r. Is this a scam or just a consumer scam? 2. Considering that before the conversation with Semenov D.S., the contact center reported that the application was in progress, and after the conversation with Semenov D.S. confirmed that the application was refused, the decision on the application was made by Semenov D.S., and not by Sberbank? The refusal arose due to the exposure of D.S. Semenov. cheating the consumer? 3. Is it reasonable to trust pension contributions to Sberbank, with a fraudulent attitude towards a conscientious client (under a salary project and repeatedly successfully repaid loan obligations)? 4. Is there no culprit in this situation? Is this the policy of Sberbank? Is it worth it further for the organization in which I work as the head of the personnel department to have a patched project with Sberbank? My case is not unique. Most of our employees with high salaries do not trust Sberbank (loan applications are considered for a long time, the interest on the loan is high), they cannot fully use financial instruments Sberbank, are forced, although they receive a salary through Sberbank, to turn to the services of other financial and credit institutions. 5. Sberbank does not need conscientious, solvent clients with a constant, consistently paid, official high salary? I believe that this is not the policy of Sberbank - otherwise it would be absurd. After all, Sberbank is not a financial pyramid? Please send information about the disciplinary measures taken, in connection with this incident, to Semenov D.S., an employee of the Sberbank unit No. 99-5278-01788, as well as the official attitude of Sberbank to this situation, sent to my email address.
Sberbank- the largest Russian universal commercial bank.
Business challenge
Sberbank set the task of designing an office in a fundamentally new, flexible agile format that meets the innovative management model. Its goal is to most effectively organize the work of hotel departments and increase the speed of the bank's response to changes in the market, demand and supply. In the future, all new office will be in the spirit and format of agile.
Space organization
Sberbank carried out an experiment to create a modern flexible office in the agile format in its new President Plaza building on Kutuzovsky Prospekt. Work began on the transformation from three floors (all three experimental offices from three different architectural firms take part in the Best Office Awards 2016 - ed.). The design project of the 14th floor was handled by the Aurora Group.
A new type of office space implies ultimate flexibility: ease of team formation, the possibility of self-organization and constant two-level interaction. The first level - the so-called squads - are self-organizing working groups consisting of 10-15 specialists of various profiles, a kind of small start-ups. The second level is tribes, which unite squads. Collaboration zones are allocated for four tribes on the floor, each of which can accommodate about 200 people.
Initially, the building was designed for apartments, so the floor was divided into fire compartments, which did not imply the free movement of people through it. With the help of engineering and technical solutions, it was possible to withstand all fire regulations and requirements and take into account the needs of a typical tribe: for its successful operation, about eight negotiation rooms, one coffe point and two vending machines are needed.
An ergonomic layout solution made it possible to make the office spacious and provide comfortable working conditions: comfortable workplaces along the glazing front, recreation and informal communication areas, co-working areas and coffee points, libraries and blocks with a meeting room with whiteboards on the walls and built-in storage systems - all at the core of the office. The 14th floor has the largest number of workplaces - about 750, which met the requirements of the terms of reference.
The President Plaza location was used to the maximum: from almost anywhere in the office, panoramic views of Moscow City, Kutuzovsky Prospekt and Poklonnaya Gora open up.
Design idea
The rules of the agile approach state that developers and business representatives must work together daily throughout the project; direct communication is the most practical and effective way exchange of information both with the team itself and within the team; simplicity is essential. The design project was built on these basic principles.
The emphasis was placed on "green" materials, comfortable working furniture, "soft" areas for comfortable negotiations for several people with sofas and poufs. Special attention paid attention to lighting, modern equipment in coffee points, good ventilation and acoustic comfort. The ceiling with communications was left open and Ecophon acoustic panels were placed on it in the correct geometric order.
24,000 meters (3 floors) were designed and built in 4 months.
The budget was two times lower than for office projects of this level. Therefore, the supply of all built-in furniture, partitions and lighting equipment was carried out domestic companies V as soon as possible and with a minimal budget.
Sberbank- the largest Russian universal commercial bank.
Business challenge
Sberbank set the task of designing an office in a fundamentally new, flexible agile format that meets the innovative management model. Its goal is to most effectively organize the work of hotel departments and increase the speed of the bank's response to changes in the market, demand and supply. In the future, the entire new office will be in the spirit and format of agile.
Space organization
Sberbank carried out an experiment to create a modern flexible office in the agile format in its new President Plaza building on Kutuzovsky Prospekt. Work began on the transformation from three floors (all three experimental offices from three different architectural firms take part in the Best Office Awards 2016 - ed.). The design project of the 14th floor was handled by the Aurora Group.
A new type of office space implies ultimate flexibility: ease of team formation, the possibility of self-organization and constant two-level interaction. The first level - the so-called squads - are self-organizing working groups consisting of 10-15 specialists of various profiles, a kind of small start-ups. The second level is tribes, which unite squads. Collaboration zones are allocated for four tribes on the floor, each of which can accommodate about 200 people.
Initially, the building was designed for apartments, so the floor was divided into fire compartments, which did not imply the free movement of people through it. With the help of engineering and technical solutions, it was possible to withstand all fire regulations and requirements and take into account the needs of a typical tribe: for its successful operation, about eight negotiation rooms, one coffe point and two vending machines are needed.
An ergonomic layout solution made it possible to make the office spacious and provide comfortable working conditions: comfortable workplaces along the glazing front, recreation and informal communication areas, co-working areas and coffee points, libraries and blocks with a meeting room with whiteboards on the walls and built-in storage systems - all at the core of the office. The 14th floor has the largest number of workplaces - about 750, which met the requirements of the terms of reference.
The President Plaza location was used to the maximum: from almost anywhere in the office, panoramic views of Moscow City, Kutuzovsky Prospekt and Poklonnaya Gora open up.
Design idea
The rules of the agile approach state that developers and business representatives must work together daily throughout the project; direct communication is the most practical and effective way to exchange information both with the team itself and within the team; simplicity is essential. The design project was built on these basic principles.
The emphasis was placed on "green" materials, comfortable working furniture, "soft" areas for comfortable negotiations for several people with sofas and poufs. Particular attention was paid to lighting, modern equipment in coffee points, good ventilation and acoustic comfort. The ceiling with communications was left open and Ecophon acoustic panels were placed on it in the correct geometric order.
24,000 meters (3 floors) were designed and built in 4 months.
The budget was two times lower than for office projects of this level. Therefore, the supply of all built-in furniture, partitions and lighting equipment was carried out by domestic companies in the shortest possible time and with a minimal budget.
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