近五十年来, 存 has been at the forefront of a technological evolution across the financial services industry. But staying on the leading edge of transformation requires a focus on agility, 协作, 以客户为中心的原则, efficient decision-making and innovative thinking.
That’s why we embarked on a journey to reimagine our ways of working to enable us to amplify the positive impact we have on the global financial markets.
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We began with four guiding principles aimed at addressing the transformational imperative:
- Engage with internal and external clients early and often throughout the product and services lifecycle to make sure we’re building what they need, 不是我们认为他们想要的.
- Ensure alignment throughout our organization to enable 以客户为中心的原则 and efficient execution through 目标 & 关键结果(OKRs).
- Bring together cross-functional disciplines and teams aligned for optimal value delivery, 速度和响应我们的客户.
- Embrace new behaviors while still preserving what allows us to deliver the world’s most resilient, 安全高效的交易后平台.
我们的主要差异化因素
What began with an operating model to drive 协作, efficiency and client focus has led to our company's cultural shift to what we refer to as Our Ways of Working (OWOW). To get there, key differentiators enabled our journey:
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我们的准备、框架和方法: We visited other companies that broadly adopted 业务敏捷实践 and engaged external management consultants to provide advisory services and recommendations. Then we leveraged best practices tailored to our unique business needs to develop a flexible and fit-for-purpose framework. 我们第一次试航 组织结构的变化, processes, technology, and leadership attributes to learn and adapt before scaling the framework.
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我们的范围、影响和影响: When implementing, we recognized an opportunity to expand this transformation beyond IT. 改善价值传递, we primarily focused on enabling 业务敏捷实践 and behaviors for Product Delivery teams and the 卓越中心 支持他们. 飞行员之后, we realized this was more than a program – we were transforming how we worked at 存. We didn't need to push this transformation; instead, different areas of the company raised their hands and embraced this change.
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我们的持续改善: This transformation does not have a start and end date; OWOW is embedded into our organization's culture and is central to our employee experience because it defines, 有形的, 在存工作的样子和感觉. We’ve embraced continuous refinement that never ends, 总是寻找学习的机会, 改善, 改进我们的运作方式.
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我们的适应能力
通过进化我们的工作方式, we have enhanced our ability to adapt to the changing environment and continuously 改善. The principles and consistent best practices of OWOW have positively affected our ability to be nimble, adaptive and leverage 协作 to overcome challenges.
A great example of this was our response to navigating work during the COVID-19 pandemic. We were able to move forward without disruption as we transitioned from on-site to fully virtual to hybrid work over the course of two years. We were able to pivot and ensure we had the right delivery structures, technology and 协作 tools to succeed and make an impact, 无论是在办公室还是在家里.
The transformation also enhanced the way our teams adapt to consistently put the client experience at the forefront. 例如, when business units recognize that in-flight initiative may not meet our clients’ needs, we’re able to proactively discontinue the initiative much earlier and more efficiently than we had in the past. This helps us save time and resources and focus on other higher value priorities that benefit our clients.
我们为客户创造价值
OWOW now sits at the heart of how we deliver for clients and continuously raises the bar on our aspirations for the future. 在存的早期旅程中, I defined success across three pillars: Performance of Agile Teams, 经营健康, 为客户创造价值. We had strong metrics in place for the first two pillars, and we showed significant favorable impact on metrics such as cycle time, 质量和员工敬业度.
For Value Generation to 客户端s, our company traditionally maintained a project-based mindset. 我们确保我们在轨道上, 在预算和进度上, but we needed to shift to a value-based mindset. 帮助, 我们开始追踪结果和产出, and the ultimate value we want to deliver for our clients.
我们已经走了很长的路, 但变化是唯一不变的, there are always opportunities to adapt and evolve OWOW. 为此目的, I look forward to supporting 存 as we develop the next iteration of OWOW, designing the behaviors and values to account for the complexity of today’s landscape and what it’s going to take for 存 to realize our strategic vision over the next 10 years.
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