Sberbank building on Kutuzovsky prospect
Sberbank - the largest Russian universal commercial Bank.
Business challenge
Sberbank set the task to design the office in a fundamentally new, flexible agile format that meets the innovative management model. Its goal is to organize the work of hotel departments in the most efficient way and to increase the speed of the bank's reaction 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
The experiment to create a modern flexible office in the agile format of Sberbank was carried out in the new President Plaza building on Kutuzovsky Prospekt. The transformation work began on three floors (all three experimental offices from three different architectural firms take part in the Best Office Awards 2016 - ed.). The 14th floor was designed by the Aurora Group.
The new type of office space implies maximum flexibility: convenience in team formation, the ability to self-organize and constant two-level interaction. The first level - the so-called squad - are self-organizing working groups consisting of 10-15 specialists different profileare kind of small startups. The second level is tribe, into which squads are united. For four tribes on the floor, there are collaboration zones, each of which can accommodate about 200 people.
Initially, the building was designed as an apartment, so the floor was divided into fire compartments, which did not imply free movement of human flows through it. With the help of engineering and technical solutions, it was possible to withstand all fire standards and requirements and take into account the needs of a typical tribe: for its successful operation, about eight meeting rooms, one coffe point and two vending machines are needed.
The 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, coworking areas and coffee points, libraries and blocks with a meeting room with whiteboards on the walls and built-in storage systems - all at the core of the office. The largest number of workplaces is located on the 14th floor - about 750, which met the requirement technical specifications.
The President Plaza's location was used to the maximum: panoramic views of Moscow City, Kutuzovsky Prospect and Poklonnaya Gora open from almost anywhere in the office.
Design idea
Agile rules state that developers and business representatives must work together on a daily basis throughout a project; direct communication is the most practical and effective way exchange of information both with the team itself and within the team; simplicity is essential. On these basic principles the design project was under construction.
The emphasis was placed 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 the acoustic panels "Ecophone" 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 delivery 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.
Format, more than 4 thousand people have moved. The move continues. Natalya Polyachenko told TAdviser Agile coach of Sberbank about it.
The new office of Sberbank called Agile Home will completely occupy the building of the business center at 32/1 Kutuzovsky Prospekt. It has 16 floors. In the future, about 9-10 thousand employees of Sberbank will be able to work here, says Polyachenko. As of May, the 1st, 3-6th and 12-15th floors of the building were commissioned.
In accordance with the new principles of work, employees are now divided into "tribes" - divisions working on various areas of products and services. In addition to “grocery” “tribes”, there are also “tribes” that work on platform solutions for Sberbank itself.
Each tribe consists of 15 teams of about 10 people. They work on tasks in sprints with a period of two weeks each, said Polyachenko.
At the same time, previously the business and IT employees existed separately, and now both of these parties are represented in the same team and work together on products. Natalya Polyachenko told TAdviser that as of May, about 25% of employees in the new office are business representatives, and 75% are IT representatives.
The infrastructure of the new office is built around the tribes and separately around the teams. The office space is organized in such a way that the teams, on the one hand, are fairly isolated from each other, and on the other, 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 accelerate time-to-market for new products. 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 appearance of an idea to a product entering the market. According to the Agile model, Sberbank plans to keep within several months.
Sberbank began its agile transformation with the retail business. Alexander Torbakhov told TAdviser that as of May, almost all retail products were transferred to development using the Agile methodology.
As of May 2017, one tribe was formed and corporate products - for medium and small business, Natalya Polyachenko told TAdviser.
Alexander Torbakhov noted that the transformation process is not easy: the teams are already built in a new way, but the restructuring production process - more difficult and time-consuming. While at Sberbank, developers, testers and those who operate 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 carry out a full cycle - from idea to launch into industrial operation, says Torbakhov.
It is planned to transfer development to Agile in full for the retail business by 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 squad - are self-organizing working groups consisting of 10-15 specialists of different profiles, a kind of small startups. The second level is tribe, into which squads are united. For four tribes on the floor, collaboration zones are allocated, each of which can accommodate about 200 people.
Initially, the building was designed as an apartment, so the floor was divided into fire compartments, which did not imply free movement of human flows through it. With the help of engineering and technical solutions, it was possible to withstand all fire standards and requirements and take into account the needs of a typical tribe: for its successful operation, about eight meeting rooms, one coffe 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, coworking areas and coffee points, libraries and blocks with a meeting room with whiteboards on the walls and built-in storage systems - all at the core of the office. The largest number of workplaces is located on the 14th floor - about 750, which met the requirement of the terms of reference.
Project "Adetail"
Another floor was entrusted to the Adetale architectural bureau.
In the project of this team, the office is divided into many work areas, which are located both in open space and in meeting rooms that are used for the work of project teams.
The very structure of the office is subject to the general formation of working groups - the so-called squats. One squat consists of 8-10 people who are working on a specific task. Global issues require squatting together and forming a new unit - the 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.
For the convenience of scaling the space, the architects have 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 whiteboard, where tribes can discuss the achieved results 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 stick stickers on the current process of project development.
Large screens are located above each desk and a conferencing system is installed so that you can easily connect 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 coupe couches, 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. The Boston Consulting Group scored the lowest score despite the lowest bid.
Based on the results of the work, which is scheduled until January 31, 2017, McKinsey will receive 120.7 million rubles. Sberbank will pay another 224 million rubles if key performance indicators are met (Sberbank did not disclose their essence in the TK).
McKinsey will have to prepare proposals for changing the structure, functions and management processes of Sberbank in order to move 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 that, the consultant will be required to provide support for piloting selected agile elements in the current phase and provide training for key participants in the first wave of transformation to ensure sufficient level of preparedness 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 new products. Management decisions must be developed and adopted at a high speed, the bank management system must become cheaper, and innovation must be intensified.
Agile training for top managers
Along with the training under the contract, McKinsey determined the target model for the 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 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 to diagnose the bank in terms of readiness for transformation and choosing the best approach (including in terms of HR readiness, IT readiness, the maturity of the main management processes, the feasibility of changes in the corporate culture - based on the previously conducted diagnostics of the corporate culture), recommendations on the choice of approach were prepared, and a transformation plan was developed.
In order to train top managers of Sberbank, the contractor had to organize their visits to large foreign companiesworking on the principles of bimodal and agile organization - for studying best practices and exchange of experience, as well as hold sessions on "Practices of transformation of large organizations in the framework of Agile and bimodal approaches" with the involvement of leading international experts in these areas.
Gref is the main engine of the Agile approach
The bank's president, German Gref, spoke about plans to transform Sberbank in January 2016.
The new IT platform will be built on the basis of the Agile approach (it involves splitting large projects into small ones to speed up the release of updates and improvements to the productive circuit), it follows from Gref's words.
I applied for a consumer loan on 4 August 2017. The employee (Semenov D.S. ext. Tel. 335713) issued the individual conditions of the "Consumer Credit" - 570 thousand rubles. for 60 months application number 85 ---- 60. Salary over 100 tr. through Sberbank, an apartment in Moscow (in the house where the branch is located), credit history - not 1 day delay, Russian citizenship, Moscow residence permit. Semenov D.S. persistently offered to conclude an agreement on compulsory pension insurance. I entered into an agreement, considering that I could well entrust my funds to Sberbank. 08/07/2017 - clarified the results of consideration of the application to the contact center, said that the application is still in work. 08/08/2017 - clarified the results of consideration of the application to the contact center, said that the application is still in work. 08/09/2017 - clarified the results of the application consideration to the contact center, said that the application is still in work. 08/10/2017 - according to the contact center, the application is under consideration in the amount of 674 thousand rubles. I phoned DS Semenov, who, when asked about the indication of the loan amount not corresponding to the individual loan conditions signed by him, said that the loan was not approved. I asked to clarify on which loan application number the loan was not approved. Semenov D.S. I could not answer this and offered to call his management by ext. number 335717, 335718. Phones do not answer. After a conversation with D.S. Semenov I called the contact center, I was told that my request was refused. Questions: 1. How 570 tr. steel 674t.r. is it a scam or just a consumer deception? 2. Considering that before the conversation with DS Semenov, the contact center reported that the application was in progress, and after the conversation with DS Semenov, confirmed that the application was refused, the decision on the application was made by D.S.Semenov, and not Sberbank? The refusal arose due to the exposure of D.S. Semenov. in deceiving the consumer? 3. Is it reasonable to trust pension contributions to Sberbank in case of a fraudulent attitude towards a bona fide client (for a salary project and repeatedly successfully repaid credit obligations)? 4. Is there no culprit in this situation? Is this Sberbank's policy? Is it worth furthering the organization in which I work as the head of the personnel department to have a patched project with Sberbank? My case is not isolated. Most of our employees with high salaries do not feel the trust of Sberbank (loan applications are considered for a long time, the interest on the loan is high), cannot fully use the financial instruments of Sberbank, they 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 bona fide, solvent clients with a permanent, consistently paid, official high wages? I believe that this is not Sberbank's policy - otherwise it would be absurd. After all, Sberbank is not a financial pyramid? I ask for information on the disciplinary measures taken in connection with this incident to D.S.Semenov, employee of Sberbank division No. 99-5278-01788, as well as the official attitude of Sberbank to this situation, to my e-mail address.
Sberbank is the largest Russian universal commercial bank.
Business challenge
Sberbank set the task to design the office in a fundamentally new, flexible agile format that meets the innovative management model. Its goal is to organize the work of hotel departments in the most efficient way and to increase the speed of the bank's reaction to changes in the market, demand and supply formation. In the future, the entire new office will correspond to the spirit and format of agile.
Organization of space
The experiment to create a modern flexible office in the agile format of Sberbank was carried out in the new President Plaza building on Kutuzovsky Prospekt. The transformation work began on three floors (all three experimental offices from three different architectural firms are participating in the Best Office Awards 2016 - ed.). The 14th floor was designed by the Aurora Group.
The new type of office space implies the utmost flexibility: convenience in team formation, the ability to self-organize and constant two-level interaction. The first level - the so-called squads (English squad) - are self-organizing working groups consisting of 10-15 specialists of different profiles, a kind of small startups. The second level is tribe, into which squads are united. For four tribes on the floor, there are collaboration zones, each of which can accommodate about 200 people.
Initially, the building was designed as an apartment, so the floor was divided into fire compartments, which did not imply free movement of human flows through it. With the help of engineering and technical solutions, it was possible to withstand all fire standards and requirements and take into account the needs of a typical tribe: for its successful operation, about eight meeting rooms, one coffe 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, coworking areas and coffee points, libraries and blocks with a meeting room with whiteboards on the walls and built-in storage systems - all at the core of the office. The largest number of workplaces is located on the 14th floor - about 750, which met the requirement of the terms of reference.
The President Plaza's location was used to the maximum: panoramic views of Moscow City, Kutuzovsky Prospect and Poklonnaya Gora open from almost anywhere in the office.
Design idea
Agile rules state that developers and business representatives must work together on a daily basis throughout a 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 based on these basic principles.
The emphasis was placed 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 the acoustic panels "Ecophone" 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 delivery 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.