 Good morning My name is Klaus and I'm CIO of SBA B. We are a Swedish Mortage Bank With a little bit more than 500 employees and a little bit less than 400,000 customers So we're not that large big when it comes to banking But with like 35 billion euros on our balance sheet. We are large on in the portfolio Which makes us number five in Sweden We started off in 85 1985 to be more precise And has been we have been online player all the time since customers in the beginning called us We had no physical offices no face-to-face meeting with the customers. It was all by telephone and then with internet coming we Customers started to meet us on our websites our mobile applications social media other channels and so forth So we are a digital player and as we'll probably know the banking sector is Digitizing at a high speed as well a terrific a terrifying speed right as every digital market go it goes exponentially up So as a digital player in a digital market We have found out that the most important thing for us to achieve the most important skill for us to grow is to be fast Fast in the meaning that we should Not code twice as fast or working over hours or something like that by fine methods and tools and technology To enable for us to produce as much good stuff as possible to our customers as rapidly as possible Taking new stuff into production Continuously improve existing services to excel in the customer meetings But also to be able to tackle that tsunami from regulators European and Swedish authorities that throw lots of you know rules and regulations on us without breaking our backs So working faster and have more fun in the in the same time. That's our what we try to achieve For us there are two main Ingredients in getting fast and that is architecture in one side and the way we work with it on the other And they are about equally important. I would say so let's take a look at those On the work side as every other digital company We try to learn and adopt the agile ways of working to achieve the speed that we need meaning That we strive to be able to put things in production quickly See how they work measure the behavior flip or flop Withdraw it if it flops Elaborate it further if it flips and so on and having the guts To actually put things in production and fail if we fail fast That makes it easy and nice to go in production often and offer customers stuff that they need at the high pace Very important another important way to learn is the concept of autonomous teams For us it means building full-competence teams from product experts service expert customer behavioral People UX to engineers that hacks it deploys it puts it in production and then takes care to take care of it over time So these competencies should fill every team in our tech stack Also important to make these teams independent of each other If the red team has to wait for the blue team or the green team, it won't be fast Waiting is the number one enemy of speed so independence and full competence is crucial for these teams to work optimally For me as a leader, it's also a question about leading by goals and avoid hippo wing I guess, you know the hippo concept highest paid person's opinion Namely me in many cases I should avoid going into the teams and tell them what to do and how to do it since they're better fit to figure that out themselves For me, it's about producing goals Get the teams buy into those goals and then support the teams as long as they are running towards the goals The most that I can day and night my role as a leader the teams excel they create they They sometimes bump into problems and then we as leaders need to be there to help them out That's also a crucial part and it takes a bit of ice in the stomach to learn how to do that not stepping in and say Hey, you should do like this Mostly 99% of the times I'm wrong. I've learned so I try to avoid that It's also a fourth very very important capability is to learn to chop up deliveries and deliver value Quickly and fast and early in the process if you have this initiative that you want to make Make sure that you don't wait until here with deliver the value But learn how to deliver it here here here and here and maybe when you come this far It's not so interesting anymore the customer have what they need and there is something other Something else that is more interesting for you to focus on right So there are many things in the agile toolbox, and it's really important to learn it to in order to get fast On the architecture side as every other company who has been around for 10 20 30 years We carry a backpack backpack full of technical crap monolithic systems components There are very very dangerous and hard to change right if two teams change the same huge Humongous component at the same time. It's just it's almost certain to fail when you put it in production So where we want to be is in a decoupled infrastructure a decoupled code base decoupled services So decoupling is the word of God Trying to achieve speed. It's also important to figure out where you want to be fast It's very hard to be fast all over the play field. So for us it means that the stuff in the basement Bank systems interest calculations stuff like that is handed over to partners that help us with it So we concentrate on the customer meeting The integration layers and the customer interfaces that we need to change often and quickly So we deploy microservices and front-end stuff on the open stack platform and do it in a rapid pace Make sure that we have teams That take care of their own components and grow independence between these teams So the green team is good at green stuff the blue team is good at blue stuff And they don't have to ask each other so much every time again weight and dependencies are enemies of speed So they should be able to work as much as possible by themselves Going to their own goals and the corporate goals, right? It's also very of course important to automate every possible step in this chain From commit to deploy we now have reached the level where we don't fiddle almost anything manually in the process It's automated testing automatic deployment different Environments automated security automated alarm setting etc etc with Docker Orchestrating with swarm on the open stack platform and lots of other components and stuff that I even don't know the name of Along the chain so automate whatever is automatable. Maybe coding is automatable, too in the future Probably will be some artificial intelligence talk in this session later on I guess so Having this said work Infrastructure important to get speed and speed is crucial to survive and to win in the end So I would like to share a few results If possible. Yeah, there we go By September last year. We were still into monthly deploys You know gathering up huge piles of code then find the suitable weekend take the systems down for maintenance Saying sorry to the customers. We're down for 10 hours Putting all this new stuff into production pray to God turn the light on again and bam Probably nothing works and then you have to do lots of rework a lot of our after-work and stuff like that So we decided to stop doing that and instead Learn the capability to deploy when ready and do it as often as possible without downtime So by last quarter last year, we were up to we made kind of benchmarked our own You know the capability we had and it was around 140 user stories for per month for this quarter. So we set the goal on double that this year 2018 Meaning that we should put like 200 and what is it? I'm not good at maths 200 something 80 in production by the end of this year The teams almost hit that goal already in March and after summer they kind of went berserk and Beat the shit out of that goal, which made me to stretch the goal a little bit to 400 By the end of this year 400 user stories in production any time without downtime and look what happened in October What should I do? The teams went haywire and actually over over did the the goal already. So they really love it I love it too. I have to admit and Since we are still like in 70% legacy, you can imagine what will happen when we go further and further on into this microservice Architecture and learn how to master the open stack platform and the tools and technologies around it It's a very nice trip to be on I can assure you and it's very good to celebrate these kinds of results. I Will be more than happy to share more of this on the breakout this afternoon Before I quit now, I would ask or actually Jimmy my employer brander has asked me to To take a picture of all of us so if you can please say hi to Jimmy and big give us big smile Do you like this? Cheers awesome. Thank you so much