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"Enabling Agile in a Large Organization"- Our Journey Down the Yellow Brick Road
Thomas Seffernick (KeyCorp)
Experience Reports · Leadership
Tuesday, 14:00, 1 hour 30 minutes | Congressional Hall B
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KeyCorp, a Financial Institution with $90 billion in assets, has a development organization with 1,500 associates across 2 major domestic development centers and 3 offshore centers supporting 800+ applications. Twenty four months ago the development organization was deeply embedded with the waterfall development practices and mindset. Today agile is on the mind of a majority of our associates, and more importantly, our business partners consistently recognize increases in value for their technology development spend. It is hard to believe that this transformation has progressed without a single methodology or tool rollout initiative. One of the common principles we applied from the very beginning was, "you can't make people develop in an agile way." What you can do is set a clear vision, show people different ways to achieve the vision, remove every reason for not trying, enable early adopters to be successful, and praise every possible success no matter how small. This seems simple in theory, but very difficult in practice. Here is our story.
