Sberbank- the largest Russian universal commercial bank.
Business problem
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 formation. In the future, all new office will be consistent with the spirit and format of agile.
Organization of space
Sberbank carried out an experiment to create a modern flexible office in the agile format in its new own building “President Plaza” on Kutuzovsky Prospekt. Work began on transformation from three floors (all three experimental offices from three different architectural firms are taking part in the Best Office Awards 2016 - editor's note). The design project for the 14th floor was carried out by Aurora Group.
A new type of office space implies extreme flexibility: convenience in forming teams, the ability to self-organize and constant two-level interaction. The first level - the so-called squads - are self-organizing working groups consisting of 10-15 specialists in various fields, a kind of small startups. The second level is tribes, into which squads are united. Zones are allocated for four tribes on the floor collaboration, each of which accommodates about 200 people.
Initially, the building was designed as apartments, so the floor was divided into fire-resistant compartments, which did not allow for the free movement of people through it. With the help of engineering and technical solutions, it was possible to comply with all fire standards and requirements and take into account the needs of a typical tribe: for its successful functioning, about eight meeting rooms, one coffee point and two vending machines are needed.
Ergonomic planning solution allowed us to make the office spacious and provide comfortable conditions for work: comfortable workplaces along the glazing front, recreation areas and informal communication, coworking areas and coffee points, libraries and blocks with a meeting room with marker boards on the walls and built-in storage systems - all in the core of the office. Located on the 14th floor greatest number jobs - about 750, which met the requirement terms of reference.
The President Plaza location was used to the maximum: panoramic views of Moscow City, Kutuzovsky Prospekt and Poklonnaya Gora open from almost anywhere in the office.
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 in an efficient 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 on “green” materials, comfortable work furniture, “soft” areas for comfortable negotiations for several people with sofas and poufs. Special attention devoted to lighting, modern equipment in coffee points, good ventilation and acoustic comfort. The ceiling with communications was left open and Ecofon 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 as soon as possible and with a minimum budget.
Format, more than 4 thousand people moved. The move continues. Natalya Polyachenko, Agile coach of Sberbank, told TAdviser about this.
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 Sberbank employees will be able to work here, says Polyachenko. As of May, the 1st, 3-6 and 12-15 floors of the building were put into operation.
In accordance with the new operating principles, employees are now divided into “tribes” - departments working on different 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 of approximately 10 people. They work on tasks in sprints with a deadline of two weeks each, Polyachenko said.
At the same time, previously business and IT employees existed separately, but 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 both around “tribes” and separately around 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 there are two “tribes” - digital products and mass personalization. In addition to workplaces for employees, there is a conference area, meeting rooms, booths for telephone conversations or one-on-one conversations, etc.
The main goal of Agile transformation is to bring new products to market faster. The head of the Retail Business block of Sberbank, Alexander Torbakhov, noted in a conversation with TAdviser that when working according to the old model, it can take up to 2 years from the emergence of an idea to the release of a product on the market. According to the Agile model, Sberbank plans to complete the project within several months.
Sberbank began its Agile transformation with its retail business. Alexander Torbakhov told TAdviser that as of May the development of Agile methodology Almost all retail products have already been translated.
As of May 2017, one tribe has been formed for corporate products - for medium and small businesses, Natalya Polyachenko told TAdviser.
Alexander Torbakhov noted that the transformation process is not easy: the teams have already been built in a new way, but the restructuring production process- more complex and lengthy. For now, at Sberbank, developers, testers and those involved in operating systems are separate people. At the same time, in a “fully Agile” environment, all these specialties should merge into one - engineer, and one team is able to implement full cycle- from idea to launch into commercial operation, says Torbakhov.
Transfer development to Agile in full according to retail business is planned until the end of 2017, Torbakhov told TAdviser.
The source of the photo in this material is TAdviser.
Three offices in Agile format
The first level - the so-called squads - are self-organizing working groups consisting of 10-15 specialists in various fields, a kind of small startups. The second level is tribes, into which squads are united. The four tribes on the floor have dedicated collaboration areas, each of which can accommodate about 200 people.
Initially, the building was designed as apartments, so the floor was divided into fire-resistant compartments, which did not allow for the free movement of people through it. With the help of engineering and technical solutions, it was possible to comply with all fire standards and requirements and take into account the needs of a typical tribe: for its successful functioning, about eight meeting rooms, one coffee point and two vending machines are needed.
An ergonomic planning solution made it possible to make the office spacious and provide comfortable working conditions: comfortable workplaces along the glass front, recreation and informal communication areas, co-working areas and coffee points, libraries and blocks with a meeting room with marker boards on the walls and built-in storage systems - all at the core of the office. The 14th floor accommodates the largest number of workplaces - about 750, which met the requirements of the technical specifications.
Project "Adeteil"
Another floor was entrusted to the architectural bureau "Adeteil".
In this team's project, the office is divided into many work areas, which are located both in open space and in meeting rooms, which are used for the work of project teams.
The office structure itself 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 the squats to unite together and form a new unit - a tribe. Thus, there are no fixed workplaces in the office, but there are many areas for squatting and the ability to combine them into tribes.
To make it easier to scale the space, the architects resorted to the use of sliding partitions, which 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 semicircular wooden volume and a marker board where tribes can discuss results achieved 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 paste stickers on the current process of project development.
Large screens are located above each desk and a conference call system is installed so that you can easily communicate with 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 work areas, such as sofas, poufs, etc., create the feeling of a “typical” office space.
2016
German Gref: Agile is the most radical transformation in the entire history of Sberbank
Sberbank chose McKinsey as the winner. Boston Consulting Group scored the lowest number of points despite the minimum bid price.
Based on the results of the work planned until January 31, 2017, McKinsey will receive 120.7 million rubles. Sberbank will pay another 224 million rubles if the key indicators efficiency (their essence was not disclosed in the technical specifications by Sberbank).
McKinsey will have to prepare proposals for changing the structure, functions and management processes of Sberbank in order to transition 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 this, the consultant will be required to provide support for the piloting of selected agile elements in the current phase and conduct training for key participants in the first wave of transformation 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 provide a radical reduction in the time to market for creating new products. Management decisions should be developed and adopted with high speed, the bank management system should become cheaper, and innovation activity- more intense.
Training top managers in the basics of Agile
Along with training under the contract, McKinsey determined the target model of an 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 the 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 conduct diagnostics of the bank in terms of readiness for transformation and choosing the best approach (including from the point of view of HR readiness, IT readiness, maturity of basic management processes, feasibility of changes in corporate culture - based on previously conducted diagnostics corporate culture), recommendations for choosing an approach were prepared, and a transformation plan was developed.
In order to train Sberbank top managers, the contractor had to organize their visits to large foreign companies, working based on the principles of bimodal and Agile organization - for study best practices and exchange of experience, as well as hold sessions on the topic “Practices for transforming large organizations within the framework of Agile and bimodal approaches” with the participation of leading international experts in these areas.
Gref is the main driver of the Agile approach
Bank President German Gref spoke about plans for the transformation of Sberbank in January 2016.
The new IT platform will be built based on the Agile approach (implies the division major projects into small ones to speed up the output of updates and improvements to the productive circuit), follows from the words of Gref.
Sberbank- the largest Russian universal commercial bank.
Business problem
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 formation. In the future, the entire new office will follow the spirit and format of agile.
Organization of space
Sberbank carried out an experiment to create a modern flexible office in the agile format in its new own building “President Plaza” on Kutuzovsky Prospekt. Work began on transformation from three floors (all three experimental offices from three different architectural firms are taking part in the Best Office Awards 2016 - editor's note). The design project for the 14th floor was carried out by Aurora Group.
A new type of office space implies extreme flexibility: convenience in forming teams, the ability to self-organize and constant two-level interaction. The first level - the so-called squads - are self-organizing working groups consisting of 10-15 specialists in various fields, a kind of small startups. The second level is tribes, into which squads are united. The four tribes on the floor have dedicated collaboration areas, each of which can accommodate about 200 people.
Initially, the building was designed as apartments, so the floor was divided into fire-resistant compartments, which did not allow for the free movement of people through it. With the help of engineering and technical solutions, it was possible to comply with all fire standards and requirements and take into account the needs of a typical tribe: for its successful functioning, about eight meeting rooms, one coffee point and two vending machines are needed.
An ergonomic planning solution made it possible to make the office spacious and provide comfortable working conditions: comfortable workplaces along the glass front, recreation and informal communication areas, co-working areas and coffee points, libraries and blocks with a meeting room with marker boards on the walls and built-in storage systems - all at the core of the office. The 14th floor accommodates the largest number of workplaces - about 750, which met the requirements of the technical specifications.
The President Plaza location was used to the maximum: panoramic views of Moscow City, Kutuzovsky Prospekt and Poklonnaya Gora open from almost anywhere in the office.
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 on “green” materials, comfortable work 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 Ecofon 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 minimum budget.
I applied on August 4, 2017 with an application for a consumer loan. An employee (Semyonov D.S. ext. tel. 335713) issued individual conditions for a “Consumer loan” - 570 tr. for 60 months. Application No. 85----60. Salary more than 100 thousand rubles through Sberbank, apartment in Moscow (in the building in which the branch is located), credit history - not 1 day overdue, Russian citizenship, Moscow registration. Semenov D.S. persistently proposed to conclude an agreement on compulsory pension insurance. I concluded the agreement, believing that I could completely entrust my funds to Sberbank. 08/07/2017 - I checked with the contact center about the results of the consideration of the application, they said that the application was still in progress. 08/08/2017 - I checked with the contact center about the results of the consideration of the application, they said that the application was still in progress. 08/09/2017 - I checked with the contact center about the results of the consideration of the application, 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 D.S. Semenov, who, when asked about indicating the loan amount that did not correspond to the individual loan conditions he had signed, stated that the loan was not approved. I asked for clarification on which loan application number the loan was not approved for. Semenov D.S. I couldn’t answer anything and suggested calling his management at ext. 335717, 335718. The phones don’t answer. After a conversation with Semenov D.S. I called the contact center and was informed that my application had been rejected. Questions: 1. How 570 tr. steel 674t.r. Is this fraud or just deception of the consumer? 2. Considering that before the conversation with D.S. Semenov, the contact center reported that the application was in progress, and after the conversation with D.S. Semenov. confirmed that the application was rejected, the decision on the application was made by D.S. Semenov, and not Sberbank? The refusal arose due to the incrimination of D.S. Semenov. in consumer deception? 3. Is it reasonable to trust pension contributions to Sberbank, in case of fraudulent treatment of a bona fide client (for a salary project and repeatedly successfully repaid loan obligations)? 4. Is there no culprit for this situation? Is this the policy of Sberbank? Is it worth it for the organization where I work as the head of the HR department to have a patched project with Sberbank? My case is not unique. Most Our employees with high salaries do not have the trust of Sberbank (loan applications take a long time to be considered, the interest rate on the loan is high), cannot fully use Sberbank’s financial instruments, and are forced, although they receive their salaries through Sberbank, to turn to the services of other financial and credit institutions. 5. Sberbank does not need conscientious, solvent clients with constant, stably paid, official high wages? I believe that this is not the policy of Sberbank - otherwise it would be absurd. After all, Sberbank does not financial pyramid? I request information about the disciplinary measures taken in connection with this incident against D.S. Semenov, an employee of Sberbank division No. 99-5278-01788, as well as Sberbank’s official attitude to this situation, to be sent to my email address.
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