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Case:

Stratecution at Swedish midsize financial institution

  • Summary

    When introducing an agile development methodology, our client realized that the strategic planning processes had to be adjusted to fit this new way of working.

  • We prepared our client for an agile way of executing the strategic agenda that supports the implementation of an agile, customer centric development process – we call it Stratecution.

  • By combing workshops with the management team to set the strategic focus areas and develop a revised agile governance process, we not only created a common understanding and prioritization of the strategic focus areas, they are also set for being a truly adaptable organization, aligned on strategic, tactical and operational level.

Background

Influence was brought in to help our client, a medium sized financial institution, implement an agile development process to:

  • Better manage regular re-prioritisations, and 
  • Reduce time to market

In parallel with adopting the agile development framework (including adjusting standard roles, responsibilities, methods and governance) to the organisation’s specific needs, it became clear that in order for the implementation of the agile methodologies to be successful, their ways of working with the strategic planning processes should be adjusted as well.

What we did

When working with an agile governance, where the development work is prioritized each quarter, the strategic planning process needs to fit with the agile development process. In addition, frequent re-prioritisations need to be supported by a clear and focused process that highlight the consequence of re-prioritisations. We therefore introduced a Stratecution process where:

  • The management team annually aligns each unit’s/team’s strategic targets and focus areas 
  • Strategic targets are adjusted or re-confirmed on a rolling basis, aligned with the agile development process
  • Re-prioritisations are supported by clear and communicated consequence analysis
Result

The financial institution is now ready to implement the new agile strategic governance and development methods, and even before starting the implementation, they see clear results of having a common understanding of what is most important and how to prioritise to be able to realise their strategic targets.

About the author: Kristina Salemyr, Senior management consultant and Head of Bank, Finance and Financial Services.

Kristina Salemyr