This is an experience report of the journey to adopt agile and lean principles and practices across Barclays Group (120,000 people, 40 countries, 327 years old, in the most regulated industry)

Learn from our lessons, avoid mistakes we made, take shortcuts

The CEO of RBI announced his intention to turn his bank into an agile organization by 2021

In 2015, after growing to 150 people, Fraedom established a practice model inspired by Spotify patterns

The quality of our daily interactions with work colleagues determines how fast and how well we communicate, collaborate, and learn together to achieve successful outcomes

Pair trading is a technique to improve the productivity and quality of stock trading (or any type of financial trading, e.g. commodities)

[Our] transformation led to the creation of the Sorting Room, a visualisation of the state of the organisation and its strategic initiatives, as well as related cultural and process changes

Learn how to create a Executive Kanban room

An important part of our agile journey is that we chose a top down approach right from the start and thus the management team, including general management, started to build up know-how and transformed itself. More importantly, from the beginning we focused on understanding agility and thus the social and leadership part of the agile transition and not on frameworks like scrum

Models are an inspriration, not an obligation

Learn the holistic transformation approach they selected and what were the challenges and pitfalls they were confronted with so far

We like to think of Agile as a means to an end

Learn how ABN & Amro got started with their Agile Marketing initiative

Does an industry like investment banking, with its myriad controls and regulations, need more governance?

In order to realize a shorter time to market we needed another approach.