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From YouTube: 400 Years Old Banking & Finance Group DevOps Cultural Transformation Journey - Siddharth Pareek
Description
400 Years Old Banking & Finance Group DevOps Cultural Transformation Journey - Siddharth Pareek, NatWest Group
Natwest Group (https://www.natwestgroup.com/) today and its brands are made up of hundreds of past banks as old as being of the 1640s. And has a total profit of over £4,000 million for the year 2019. The group runs all ages of technologies from mainframe to cloud, all sorts of methodologies waterfall to SAFe, working with the diverse work culture & with the shared purpose for over 4 centuries. Siddharth's journey as being part of the Global DevOps Center Of Excellence team for the Natwest Group towards the DevOps transformation or rather cultural & mindset change has been with a mixed bag of failures & successes. In this session, Siddharth will talk about what were the pain points. How the masses were taken along in the new ways of working. Motivating or driving factors. Things that didn't work. The manner in which self-empowered communities were driven.
For more Continuous Delivery Foundation content, check out our blog: https://cd.foundation/blog/
A
Hello,
everyone
and
welcome
to
this
city
con
2021.
My
name
is
siddharth
parikh
and
I
hope
each
one
of
you,
your
family
members,
your
love
and
dear
ones,
are
safe,
healthy
in
the
spending
crisis.
So
what
I'm
going
to
talk
about
today,
I'm
going
to
talk
about
a
story
story
of
a
banking
and
finance
group,
which
is
400
years
old
and
their
story
about
the
devops
cultural
transformation.
A
You
know
why
I
am
talking
about
this
whole
story,
I'm
talking
about
because
I'm
part
of
this
journey,
so,
let's
start
with
so
here
is
a
brief
about
me.
My
name
is
siddharth.
As
I
said,
I
belong
to
the
part
of
the
devops
center
of
excellence
practice
for
the
naples
group
and
what
netflix
group
is
will
be
up
there
in
the
coming
slides,
I'm
also
volunteering
contributing
to
the
community
outside
northwest
in
whatever
space
and
time
I
get.
A
A
So
there
is
some
numbers
about
the
nature's
growth
plan.
You
will
see
that
we
reported
2.9
billion
dollar
sorry
pounds
of
operating
profit
before
impediments.
We
also
have
7.7
million
mobile
users.
We
had
9.4
million
digitally
active
customers
in
financial
20,
and
we
also
support
the
cultural
aspect
of
and
what
we
do
in
that
phase
is.
We
are
the
net
zero
carbon
achiever
in
2020.
A
We
also
support
of
the
female
entrepreneurs,
and
we
have
done
it
to
one
billion
pounds
worth
of
funding
for
our
female
entrepreneurs,
which
is
fully
deployed
as
vsp.
Also,
what
is
our
strategic
priorities?
Are?
We
are
simple
to
deal
with
sharpen
the
capital
allocation,
so
we
are
partnered
with
partnership
innovations.
We
also
support
our
customers
at
every
stage
of
their
lives.
A
A
Okay,
so
let's
talk
about
the
topic
of
the
theme
today,
which
is
the
cultural
transformations
now
adaptability
can
be
company's
major
competitive
advantage
in
an
era
of
rapid
change
and
when
an
organization
acknowledges
that
its
present
culture
is
out
of
sync,
with
its
vision,
purpose,
core
values
and
strategic
goals.
Cultural
change
occurs,
so
this
misalignment
alerts
the
organizational
leadership
that
the
culture
has
become
a
roadblock
to
attain
the
organization's
strategic
goals
when
an
organization
embarks
on
a
process
to
realign
its
culture
with
his
vision,
mission
and
core
values.
A
In
order
to
achieve
its
strategy
goals,
it
is
said
to
be
going
under
the
undergoing
the
cultural
transformations
and
a
quick
disclaimer
is
another
solution
model
which
you
see
on
the
screen
I'll
be
talking
about.
The
other
misleading
factor
is
about
cultural,
for
transformation.
Is
many
organization
considers
the
rio
part
has
the
cultural
transformation,
which
is
not
the
case.
The
way
things
are
done
is
referred
to
as
the
culture
the
real,
and
it
refers
to
the
beliefs,
values
and
unspoken
rules
that
govern
how
employees
interact
in
the
workplace.
A
A
However,
the
ability
to
effectively
engage
and
involve
a
variety
of
stakeholders,
such
as
your
employees,
customers
and
suppliers,
is
required
for
the
successful
implementation
of
a
cultural
change
initiative,
and
this
requires
art
such
as
your
leadership,
communication
skills
and
interpersonal
skills,
and
that's
what
my
story,
or
rather
our
story
about
natwest,
is
about
and
before
that,
a
quick,
you
know
what
I
heard
about,
they
were
saying
about.
The
cultural
transformation
is
that
it
is
often
said
that
butterflies
are
transformation,
not
just
a
better
caterpillar.
So
with
this,
let
me
proceed
with
my
talks.
A
A
So
in
this
talk,
we
would
be
talking
about
why
we
did
what
we
did
and
how
we
did
so.
The
golden
circle
coming
back
to
the
slide,
is
deeply
rooted
in
your
human
decision,
making
principles
and
works
in
the
same
way
that
our
brain
does
and
it
can
help
you
improve
your
leadership,
your
corporate
culture,
hiring
product
development,
sales
and
marketing
significantly.
A
It
also
explains
what
it
means
to
be
loyal
and
how
to
build.
The
enough
momentum
to
turn
a
concept
into
a
social
movement,
so
you
know
you
see
in
our
slides
further
how
this
golden
circle
has
been
embedded.
The
other
thing
which
is
embedded
in
our
cultural
transformation
journey
is
the
duras
cultural
devops.
A
A
So
dapper's
group
champions
the
potential
they
break
down
the
barriers
and
build
financial
confidence,
so
the
19
million
people,
families
and
businesses
we
serve
in
our
communities
throughout
the
uk
and
ireland
can
rebuild
and
thrive.
So
our
purpose
is
doing
the
right
thing,
serving
our
customers
thinking
long
term
and
working
together,
and
how
does
this
correlate
to
our
device?
Cultural
transformation?
A
That
is
right
here,
so
what
it
did
was
in
the
devops
center
of
excellence.
We
break
down
the
purpose
of
the
natural
growth
to
the
purpose
of
our
engineers,
our
people,
our
colleagues.
So
I'm
not
dwell
into
each
of
these
sections,
but
a
bit
of
glimpse
of
how
we
have
correlated
the
wide
purpose
of
our
natural
group
with
the
wide
purpose
of
our
developmental
transformation.
A
So
what
he
said
is
the
employees
are
inspired
to
give
their
best
and
feel
engaged
when
leaders
display
integrity,
honesty,
accountability
and
empathy.
According
to
the
transformation
leadership,
now,
leaders
also
recognize
that
the
value
of
well-trained
personals
are
delegated
decision,
making
authorities
to
team
which
allows
them
to
be
more
creative
and
innovative.
A
They
also
exhibit
behaviors
that
inspires
the
team
and
the
people
to
adopt
a
trust,
empathy
and
a
cooperative
mindset
allowing
them
to
focus
their
efforts
on
achieving
the
common
goals,
so
what
we
did
under
the
how
of
the
transformation?
The
first
was
the
okrs
and
a
simple
definition
of
okay
r
is
an
into
the
difference
between
4k
hours
and
kpis.
However,
in
one
liner,
kpis
are
primarily
concerned
with
the
result,
whereas
ok
is
also
concerned
with
the
processes.
A
Okay,
us
talk
about
the
overall
picture
of
what
the
organization
is
aiming
to
accomplish,
whereas
kpis
are
used
to
expand
or
improving
specific
projects,
and
we
within
that
quest
have
fun.
You
know.
We
think
that
there
is
one
way
to
create
a
clear
vision
for
our
let's
say
for
the
software
development
teams,
which
could
only
be
possible
by
having
a
measurable
relative
goals,
and
that
is
why
we
introduce
okay,
but
the
challenges
with
okay
has
has
been
a
few.
Some
of
them
are
listed
on
the
screen
as
well.
A
A
The
other
thing,
the
the
challenge
with
the
kpa
processes,
were
when
we
moved
on
to
the
kpr
that
people
started
building
what
they
were
building
in
cape
fears
in
the
okay
and
that
made
the
okay
us
more,
very
inspirational
and
with
unclear
duration.
So
it
took
us
a
time
spent
to
make
that
inspiration,
goals
more
practical
and
more
on
the
unclear
donations
to
more
specific
durations.
A
A
A
A
So
what
what
are
the
tools
and
techniques
that
we
did
was
we
use
the
our
okr
platform
just
three
things
in
this
case
we
are
having
conversation
for
the
digital
patches,
which
is
an
open
thought
and
to
gauge
the
people
and
measure
how
you
know
how
how
confident
they
are,
how
positive
they
are,
how
much
appreciative
they
are,
or
they
work,
how
much
thankful
they
are
for
the
organizations
and
vice
versa.
We
have
this
mechanism
of
our
doing
the
rvu
services
cool.
So
what
happened
in
this
whole
process?
A
What
we
did
was
we
not
only
brought
the
leadership
team
to
be
committed
in
this
devops
cultural
transformation,
but
we
also
brought
them
into
our
planning
phase.
We
also
brought
them
into
our
new
ways
of
thought
process.
We
also
got
their
support
as
and
when
also
required.
A
few
of
the
statements
are
called
out
by
what
some
of
our
senior
leadership
there
on
your
screen.
A
Okay,
so
let's
move
on
to
the
next
birthing,
which
is
the
western
organizational
culture.
The
ron
brestrom
wrote
a
topology
of
organizational
culture
in
2004
and
that
he
developed
three
organizational
cultural
models,
pathological
bureaucratic
and
generative,
and
several
cultural
criteria
linked
to
power
and
leadership.
A
Communication
and
collaboration
are
supportive
of
punitive
involvement
and
employable
responses
to
the
model
categories,
each
one
of
them
and
to
truly
benefit
from
a
devops
as
a
comprehensive
paper
and
philosophy.
Businesses
must
work
towards
becoming
a
generative
culture
and
establishing
the
level
of
collaboration,
cooperation,
openness
and
transparency
that
teams
and
individuals
requires
to
be
successful.
A
And
if
everyone
in
the
organization
understands
and
supports
the
technological
strategy,
the
cultural
change
will
be
more
effectively
received.
So
now,
our
flagship
offering
within
atlas
group
is
our
devops
maturity
model,
and
this
is
based
on
11
different
dimensions,
which
covers
106
different
capabilities.
A
It
has
pretty
great
features
which
I'll
not
talk
about
in
the
session.
But
what
would
rather,
I
say,
is
the
result
that
act
as
our
part
of
striking
the
conversation
not
only
with
the
technology
team
but
including
the
business
representative
as
well,
and
we
jointly
drafted
the
roadmap,
which
is
not
only
doable
but
agreeable,
not
by
teams.
Individuals,
but
you
know
looking
the
business
with
benefit
realization
as
well,
and
these
model
acted
as
a
great
tool
to
connect
and
analyze
cultural
challenges.
A
Specific
to
the
organization,
it
allowed
the
transformation
to
have
a
baseline
to
start
with
and
build
upon.
Among
many
challenges
of
you
know,
after
the
assessment
of
majority
model
is
done.
What
we
saw
is
people
were
highly
focused
on
the
rules.
They
said
after
this
assessment,
given
hyper
will
hire
a
devops
engineer,
will
hire
higher
automation?
A
Guy
will
hire
a
sre
person
will
have
experience,
but
what
things
people
missed
out-
and
that
is
where
devops
central
excellence
is
working
and
as
you
speak,
is
how
could
we
focus
rather
than
on
growth
but
more
on
the
practices?
How
about
let's
say
bringing
the
sre
practicing?
Let's
say,
bringing
the
chaos
engineering
practice
so,
let's
say
bringing
other
xyz
practice
into
it.
So
we
have
attained
a
small
bit
of
success
at
the
moment,
but,
yes,
the
journey
is
still
far
away.
A
A
The
challenges
with
the
new
ops
was
that
many
people
still
think
that
there
is
nothing
as
nuanced,
but
there
is
only
noah
when
this
cultural
transformation
gets
over.
There
will
be
no
need
of
the
law,
so
we
did
a
lot
of
brainstorming
with
a
lot
of
session
with
again,
as
I
said,
sap
there's
a
bit
long
journey
in
this
person.
A
So
the
greatest
approach
to
keep
the
momentum
going
is
to
make
your
employees
feel
a
good
about
their
participation
and
the
positive
influence
it
has
on
their
company's
culture
and
credibility
as
well.
So
you
need
to
always
keep
the
broader
picture
and
system
thinking
in
mind
when
you're
trying
the
cultural
accomplishments
to
your
business
and
technology.
A
So
what
I
did
in
this
communications
was
the
challenge
that
stood
for
was
what
to
communicate,
how
to
communicate
when
to
communicate
and
whom
to
come,
because,
prior
to
this,
there
was
nothing
as
communications
in
the
of
of
official
sense.
Also,
the
challenge
for
us
was
also
which
platform
this
medium
tree,
and
you
know
the
mapping
between
what
to
how
and
how
to
whom
and
platform
to
medium.
A
A
Bringing
silence
is
important,
but
bringing
chaos
is
more
important,
so
that
was
about
the
western
one.
The
next
one
is
the
so
what
we
gained.
What
we
benefited
out
of
this
it
was.
We
have
one
of
the
business
units
which
has
over
close
to
eight
hundred
thousand
colleagues.
We
don't
have
a
separate
top
state.
What
we
have
done
is
we
have
four
located
all
rocks
people
within
the
feature
team
constructs
as
closer
to
the
developers
in
the
devops
majority
models.
A
A
The
last
bit
from
the
dora
cultural
capabilities
is
the
learning
culture
now
devops.
As
all
of
you
know,
it's
not
about
tools
and
technology.
The
core
theme
is
mindset
and
cultural
therapy,
so
we
created
a
culture
where
we
can
have
our
colleagues
partners,
community
folk
thought
leadership
outside
netflix
to
come
at
a
common
platform,
talk
brainstorm,
share
and
learn,
and
we
didn't
limit
it
to
the
school
side
of
the
box,
but
a
lot
more
than
that.
So,
for
example,
we
talked
about
diversity
and
inclusions
compliance
and
securities
cloud
competencies,
team
improvements.
A
A
The
thing
that
we
did,
along
with
the
learning
culture
was,
but
now
what
we
have
this
and
which
was
not
there
earlier
every
person
has
need
to
have
you
know
remember
I
talked
about
the
okay
and
the
other
performance
quarterly
one.
Now,
in
this
case,
what
every
individual
in
the
organization
need
to
do
is
they
need
to
a
draft
their
own
personal
development
plan,
which
is
measured
on
a
quarterly
basis.
A
A
Events,
however,
we'll
show
in
some
of
the
upcoming
slides
what
we
gained
out
of
this.
The
point
is
that,
because
everyone
felt
empowered
to
contribute-
and
they
were
consulted,
this
strategy
led
to
substantially
higher
our
employee
engagements
and
satisfaction,
and
in
this
journey
there
were
a
lot
of
challenges
as
well
challenges,
as
in,
as
I
said,
we
have
this
400
years
old
banking
firm,
and
there
are
a
lot
of
center
of
excellence
practice
besides
their
box,
and
there
are
a
lot
of
community
of
practices.
A
The
other
challenges
was:
what
was
how
could
we
increase
our
resources,
our
knowledge
resources,
which
is
both
relevant
and
meaningful,
the
other
challenges
of
creating
this
network
of
change,
agents
and
coaches
for
diversity,
including
when
we
say
diversity,
inclusion?
We
mean
our
gender
balance,
we
talk
about
ethnically
diverse,
we
talked
about
disability,
smart,
we
talked
about
lgbt
innovative
and
we
want
the
inclusive
cultures.
A
So
you
know
dwell
into
it,
but
yes,
I
wanted
to
talk
about
the
challenges
that
we
faced.
So
what
did
we
really
gain
out
of
this
learning?
Culture
of
building
networks,
engineers,
community
of
practice,
and
one
of
the
things
amongst
many-
is
what
we
want
to
say
so
far.
We
have
impacted
in
this
short
span
of
time.
A
This
is
one
thing
which
I
wanted
to
call
out
and
as
much
as
you
know,
be
thankful
would
be
less.
The
people
that
you
see
on
the
slide
has
been
part
of
our
cultural
transformation
are
their
thoughts
their
time
what
they
have
invested
with
that
facebook.
We
highly
are
highly
thankful
to
that
and
you
would
be
knowing
there
are
many
faces,
which
you
would
resemble
tracy
reagan
from
deploy
hub,
crazy
miranda,
johnson,
smart,
who
wrote
the
book
sooner
safer,
happier,
jeffrey
frederick,
dr
mick,
custon,
marksward,
john
willis,
and
many
more.
A
So
how
do
we?
How?
How
should
I
end
up
this?
Is
I
want
to
call
out
some
of
these
summaries,
which
may
be
helpful
to
you.
So
the
first
thing
is
what
I've
heard
many
times
is
many
people
come
and
says
to
us
is
so
that
we
think
our
culture
is
not
supporting
the
transformation,
and
my
always
thought
is
is
if
your
culture
is
not
supporting
your
transformation,
that's
the
reason
we
are
doing
transformation.
A
The
other
thing
that
you
need
to
keep
in
mind
is
understand
your
current
current
culture
and
challenges.
You
need
to
involve
your
leadership.
You
need
to
create
a
strategy
and
a
plan
that
matches
your
business
goals.
You
need
to
engage
your
employees,
you
need
to
track
your
programs,
you
need
to
focus
on
practice
rather
than
the
roles
and
remember
the
art
and
science
of
cultural
transformation.
A
You
need
to
have
a
community
register,
and
with
this
summary,
the
last
statement,
which
I
would
call
out
a
famous
quote
from
confucius-
is
only
the
wisest
and
the
stupidest
of
men
never
ever
changed.
So
with
this.
I
would
like
to
have
you
conversation
with
you,
because
there
are
still
a
lot
of
challenges
that
we
have
and
we
would
like
to
help
you.
How
have
you
built
the
practices
rather
than
roles
into
your
organization
or
what
are
the
cultural
transformation
challenges
that
you
have
faced,
which
would
be
shared
with
us?
A
Also,
how
have
you
taken
along
or
converged
with
the
your
community
of
practices
or
center
of
excellence,
which
lies
in
elsewhere
in
the
organization
and
many
more
so
if
you
have
a
place
across
these
challenges,
which
I
have
talked
about
in
this
session,
please
feel
to
reach
me
out.
I
would
love
to
have
the
conversation
so
with
this.
Thank
you
so
much
enjoy
your
rest
of
the
evening,
and
I
hope
you
love
this
story
about
the
natural
script.
For
this.
Thank.