 So, what I am going to maybe spend 15-20 minutes with you guys is give a quick story on a transformation journey mostly you are quite enriched with the how part some most of the sessions we have in the morning and what we are going to have in the afternoon. So, this is not how this is more about what. So, what is getting done and why it is getting done and why we have not reached where we want to be and what are those challenges we are facing on the ground. So, always it is important to really reflect on multiple views probably this could be a reflection point for you. So, before starting I cook you know today, today whomever you talk whether it is banks or insurance companies or retailers one thing which is very common they all talk about transformation. So, transformation is a fad right it is a it is been over beaten it is been beaten to death. So, I do not know what is that we need to do around transformation because this is been I am hearing this from at least last 5-6 years transformation right especially from an IT perspective it is quite interesting there are roles I have met CIOs who are responsible for transformation department for transformation there are people designated as transformation directors quite interesting so all are required right. So, I have been associated with agile India from way back in 2007 so it has been quite interesting journey for me. So, what I do at this point in time I am an interesting junction I am in at the intersection of the discipline of enterprise as well as with the passion of start-up part of the start-up community I have moved to London so lot of excitement lot of uncertainty it is a big leap of faith. So, that is where you know giving us kick right we are quick selling of what we do so I need to justify my travel bill right so what we do we do three things we do one is we are into currency trading technology which is there in the market for quite some time whenever you have exchanged any currency note in life you are using our platform this is the platform which takes care and their supply chain of that. So, we are experimenting the new ways of doing it by avoiding intermediaries we are running experiments on block chain there we have another product called stress rep this is an interesting one which is specifically focusing on regulatory reporting because banks and financial institutions need to report to regulations very frequently this takes out lot of risk analysis on what how can we provide report without really spending more clerical work and administration work. The third one is the quite passionate one for me because that is what I have started with so that is a insurance digital platform this is to create a customer buying experience in insurance and we do believe we as a customer need a Amazon kind of buying experience for insurance products. So, we are in a mission of that running lot of experiments working with very old legacy organizations like Royal Post the British Post. So, it is very interesting journey so far. So, I am not going to talk any of these today so do not worry again I keep boasting of ourselves right we are working with almost every financial institutions wherever the bank note trading you know this is not our new platform wherever we use bank note trading we have a presence over there and that is that is one of the things which we try to leverage and this is where the transformation story I can reflect on right wherever we go and good part is we are always connected with the business side of banks not with IT side of the bank. But, off late we realized if we have to be successful we need to have right empathy with IT otherwise our solutions cannot get into their firewalls our solution will not you know get into their respective servers. So, it is important for us to have an empathy with IT. So, we have attempted certain things and I want to be really honest whatever that I am going to discuss here some of things I have done as part of my previous role in Infosys right. So, I want to give you credit to my role back in Infosys when through Infosys I have we have done certain things we have attempted certain things and today it is a more of a reflection on what did really go well and what are things which could be could do better right. So, this is a this is a classic thing right if you talk to any IT organization today they all want to be like this. No CIO will say no I do not want to do any of these because today most of the large enterprises they they want to treat themselves as a technology company not as a business operation company they want to be at a space where they not only finding they are not only executing business models, but they want to find business models for their business. So, they all want to be like this there is no doubt on it right and some of them are reaching there some of them are reaching there and it is it is really tough difficult journey right especially if you take I know I do not know how many are from banking industry here pretty lot I expected that. So, so so most of the front end right most of the front end is pretty much in this space right there is no doubt on it right because all investment happened in last few decades last few few years. So, more on the front end the front end technologies have really changed and many of the front end teams are in this particular you know position today why many of you from banks are attending this really you know takes the first part out right it is a high caliber multi skilled IT is what a bank needs. So, that is why you are here and of course always most of the banks which we work today or what what you have seen these are there from ages. In fact, when you talk about Barclays or Lloyds or ANVs or you know they are from quite quite some time right they are they are not born with technology they are not you know born with mobile apps. So, it is been there quite some time. So, the ability to do both new and renew is very critical of course the dynamic business needs is today. So, I do not want to go through any of these you all agree with this right right. So, with this all mission of course this investment bank the story which I am going to tell this investment bank also got into this journey yes there is a need to transform everyone is doing it we also should do right. So, they started but it is important to have a vision. So, they had a great vision right. So, this is very critical right because they they want to really have a purpose they want to have a meaningful connection with everyone in the organization. So, they know that we are in a mission of change. So, it is a very important some of the words I need to highlight because it speaks by itself you think about it right compete with other forward thinking organization right. So, it is a very important thing what does it mean right. So, in fact this investment bank I do not want to take the name. So, I did not get any permission to take the name. So, I do not want to take the name. So, will you believe it they want to compete with not with another bank they want to compete with Google. So, their competition is Google. So, that is how it is been portrayed. So, they do not want to compete with another bank they want to compete with Google. So, they want to have everything possible in their organization which they can compete with those kind of company. And of course, the last part is also very critical empowering our people are we doing it end of the day, but what is it in for each one of us who works in those organization empowering to take end to end ownership. But at least in the vision it is there, but actually whether it is on the ground I will get there in few minutes. And of course, there is a plan it is very important thing. So, it is not just about a vision there is some plan yes of course, this plan looks so great right design goals and enablers yeah it is great right we need to understand the overall design of how we are going with this what kind of each because you know most of the banks are quite decentralized. So, they got different products and different function in that way tribalizer service lines that is why you know they want to tribalize many of those the way instead of disjoint teams like business development testing operation security tribalize those. So, some of these some of these have been done it is not that we were not successful in any of those. And of course, you know rolling out a big plan a grand plan right you could say this is a typical slide you might have seen in most of the banks and insurance companies today right it is all about transformation and at least every month there will be an all hand meets around these right fine. So, what is been the journey so far right say if you look at the journey so far it is not completely you know you cannot say that nothing has happened right there are there are changes there are some changes there are some eventually some is happening there are some significant effort money is been spent the people are getting excited on certain aspects of it. So, it is been it is not a flat or a redundant boring journey it is been a good journey. So, the methods and practice perspective this is one of significant investment they have done they have created you know something called what you can call it as you know stellar teams right a set of that most of them were from outside right they could really attract good talents from start up kind of ecosystem where they could bring those the newer way of working the newer approach and your way of thinking. So, established practice teams who practice teams were people from those kind of organizations, but they are quite acquainted with the agile continuous integration automated testing and so on so forth. So, it is important to parachute these teams into the larger teams so that there is a dissemination and percolation of the culture in those teams. So, this is the this this happened whether it happened for everyone no it is it is happening as we speak right and the part based team composition those those one of the one of the key achievement right it go it went through a huge organizational change. So, way the team got structured was around how do we create a team can take an into and responsibility of delivering, but all the teams are like this no right at least at least in certain significant part of the bank it been getting done. Of course, in a integrated delivery methodology so at least there is a there is a sense of need and understanding that they need to have multiple ways of working we cannot have one you know hammer fit for all the nail. So, there is a realization there could be small initiative there could be a large long initiative there are products initiative. So, I am in fact the the the hope you have listened to the morning's keynote right embracing heterogeneity is the critical aspect right and and another important thing which I could really resonate well with is we are in journey of for example, adapting say for the containerization all of a sudden some new you know brain will come and say oh no containerization is done you know why why are you spending time in this right why do not you look at schedulers now already lot of investment have it is not easy to pivot in a larger setup right because there are a lot of other aspects come into picture. So, that is an a an important critical aspects when we talk about building integrated delivery methodology. Operating model it requires significant changes still many part of the organization for example, procurement right if you have to really get a right talent in the organization it is not possible to get a procurement you know come in the come in this game right and even still business is a spectator business is not you know we are trying to push business from side because since we are connected through business we are trying to put push business into the game no more a spectator right. So, the change is happening and it is it is creating both good and bad there are certain roles getting antagonized there are certain departments getting powerless those all creating lot of you know emotional and a perspective in the organization. So, whether they were created a safety net for that no absolutely no there was no safety net. So, being and having a safe environment for people to come and explore and work sometimes you know it missed it you know that is where it is fundamentally as an individual you know I am feeling is it good for me right things which are good for an organization may not be really good for the individuals right, but to have a larger realization on if if if things happen good for an organization eventually it will happen good for the people. So, that kind of thinking it is it is required, but it is happening very slowly in pockets tools of course you know it is a it is a no brainer today because there are availability of tools and there are availability of open source tools and stuff like that. Pretty much I can say this this part is not a big challenge other than the newer things coming into picture not able to getting standardized people do not have skills all these issues are there in bank you cannot expect people to have skill on puppet and chef you do not get people who expert in there for example Ansible it is very difficult to get from whether from vendors or suppliers so those all challenges are there. So, that is where I know I really like the morning keynote on one particular aspect because most of the time in the tool the focus was on how right so it is not about the what right. So, people are quite well about start building the how-how and that where you know it got into a place where we kills shortages a huge challenge in that particular area. So, no wonder we have you know more than 1500 participants in this conference they are all potentially a great market place. Training and development this is also happening in parallel. So, lot of up skilling is happening into the way agile is working. So, you could see you know if you can reflect in your organizations I think similar things is happening. So, it is not that only it is happening at one place it is happening everywhere and you are also in the same place where most of us are. And it need great will I don't know how many of you listen to Don yesterday from ING we need leaders like him right. Who can walk the top can demonstrate can put his foot down and say that this is what need to be done because the buck stop at him right. So, what are challenges we think there are many challenges I just I want to put the top five challenges right which is been part of this journey and most of the challenges are aware people know about these challenges but I want to re-trade those. This is an a fundamental problem which this transformation have because everything is been equated to savings. That's the most dangerous situation we are in savings cannot be your outcome that should not be the way you should you should do this transformation exercise it should be a better workplace it should be a you know better engineering cultured place and by the way saving is in a byproduct of it right. It is not the main outcome which you are trying to drive and in fact you know we got few guys from Infosys I know others I saw somewhere people have spent time in creating business cases and business cases again and again with every different service lines in saying okay I am going to give you experts and of your test case automated so how many people you can get rid of from your team. That's the wrong conversation but it's happening over there. Alignment with multiple and diverse stakeholders and this you I don't want to spend time because it's in every bank if you if you want a trader to come and participate in your retrospections you never get a trader's time but I'll tell you I walked into traders floor and he got surprised saying that nobody comes here why are you here right so they were trying to build a new stuff and he said that right we don't need that who's asking us to build this right so somebody has given some requirement book of work previous here so think about it bank is spending money and effort in building something they don't need right so it's what it's involving these people this is a big challenge it's challenge over there lack of leadership alignment and leaders believe the transformation is only for the people who write code if you write better code we are getting transformed it is an absolutely sad situation where leaders don't come forward and do the walk the talk that's an a today as we speak the senior leadership they get to an extent the middle and senior leadership they are little threatened saying that whether they will lose their control right if things become quite transparent things become quite open and and if that visibility comes high do what is that they need to do but there are many things which they need to really do but they're not doing it instead of the spending time they're spending time on saying that how can they protect themselves how can they create their empire more and more powerful so that's an a key key kind of business of course involving this and the funniest part is in this whole transformation exercise business was never in the game out of so many teams you know which has been getting discussed about these transformation initiatives maybe one or two teams have their business counterparts recognizing a need of doing this if business is not in the game there's no point in you doing this duality I don't want to express on it because always there's a legacy in modern and and and of course we all we can't escape from mainframe right as 400 and those all systems will be there and the vendors so many vendor products right that's where some of the pure agilist and thinkers right why why I've been participating last ten years is you know we get great you know people who write books you know in fact I do I do I do talk long with the Jess and narration others it's important that there is a little a different dimension the problem on the ground right which is much more complex than what we really think from a pureistic form of it so the legacy why modern is very critical of course adoption of new technology and then the heterogeneity and tooling landscape ever ever changing tooling landscape and and everyone is talking about microservices the API economy and so and so forth all these are around the corner and it is very difficult to really embrace all of these together and there's no plan to do that you know in fact I know there is a separate initiative running for this and which they don't understand this whole transformation at all they call future state architecture initiative and and that's this is the I think you can add many different challenges to it but this is what for me according to me the top five so if you look at right if you want to reflect how could we make this more effective right if you want to make it more effective some of the areas right this is not the exclusive list of the areas where we could make effective right according to me one big thing which we could do is bring all the initiatives which has got a transformation packed together because if you look into organization today there is a there is a team who's working on database singles gold and source database transformation that's a different transformation they don't have any views on what others are doing there's a future state architecture you allied architects sitting in those you know golden rooms which are without doing what people on the ground are doing is trying to make how the bank architect the architect look like in future without talking to people on the ground and of course infrastructure team have their own transformation plan right everyone is transfer because the CIO's and the CEO's like transformation right they like word transformation what are you doing I'm spending on transformation right so everyone is love loving to do transformation and associating themselves towards closer to the transformation initiative and that's a danger for me they're all running independently there is no way they're coming together and saying that why are we doing this what is it in for business what are we going to achieve there is no common view around it and and in fact there used to be something called an agile transformation separately DevOps transformation separately infrastructure I don't understand so that's the first thing and of course the business and leadership involvement it's a no brainer we need them to be part of it so when do they come and participate and it's not just about right you you tell business come and participate you spend you know because one is they're not clear what are you trying to do right you're not bringing a visibility to it right if you if you look at systems in any large complex enterprise you're not giving a visibility okay this is how the system looks like here this is this is how the complex larger architectural picture view look like if you don't do something we're going to crash so that kind of larger picture visibility view people don't have so once you communicate this I'm sure I have seen business where they understand what is been getting done and why it is been getting done and what is it in for them if they get convinced and they will definitely they will come and they'll be part of it here of course a big picture of information strategy of transformation so this is this this typically only few people have maybe if you talk about the CIO of a particular group he has some information on what's happening beyond him or benefit him nobody knows what other transformation initiative what they're trying to achieve think about a situation where I am changing the way I deploy and I don't know what infrastructure teams are trying to do in their transformation I don't know I'm building taking a huge leap of faith on betting on let us say in a creating a soap you I test framework I don't know what my architecture teams are going to do with my future state architecture so it's all it's all you know it's a very hazy situation right and what information is need this is again in I believe to really go and make these three guys come come into in this game we need this information and and we are never asked what is the overall business architecture view corresponding to tech landscape because some of those in a systems are for improving effectiveness of IT right and which business don't understand what is that means business don't know those systems right and so it's important to get the business architecture getting business into the room getting the business architecture perspective of it and trying to bring the technical architecture marry to that those exercise were done before it is it is to be done very frequently it's not that we have done once and then we do after ten years we don't have a leverage to do that now of course a prioritized we have critical service and platform because the big challenge is it's like a big bang you know everyone is getting everyone want to be in the game of transformation so it's happening everywhere every you know there is there is no looking at which are most suitable ones which I need to look at which makes sense to me which has got high desirability which has got high in a feasibility to do initiative and targeted intervention heat map so this all information which will make others to come and contribute and participate so it's important to get these information which will help others to come along with us in the journey and risk and block of you right because it's very important what are the risk and blockers that you have why why you are not able to do this why can't you do continuous delivery why are we not able to do this and everyone say we can't do continuous delivery why and that because it is because of this again why it is because maybe the five wise at least every team if they do five wives of their respective areas that's how you bring a visibility then say that it's because you the infrastructure guy is not providing me a server when I need I need something on demand but I am requesting you and getting the server after three months because of that I'm not able to do continuous delivery and the security guy is taking two and a half months to really help me with what he need from his perspective that is the blocker of course impact and outcome view right so it's an important to really look at the impact and outcome right not from savings or or benefits okay so I just a quick summary of it right this is this is what I strongly believe we need to understand our landscape in the way business can understand if you can do that I'm telling you we will have a meaning full transformation if business don't understand the way they can understand what transformation you're talking about you can't talk about hey I'm doing a containerization for them hell they don't bother whether you containerization whether you do you know your scheduler or you do manually you're not bothered but you have to bring that level of simplicity in the way you explain your initiatives of transformation right so you can't talk about right I'm working on Docker or Kubernetes and I need so much of dollars to do by Kubernetes I'm just giving a hypothetical example it's open source I believe is it that really open source it is so business will not understand all this right you should not tell all these things we should tell in a way which they understand that's very important thing and we need to give different lenses to be information so it's just it's important that you need to broaden and you need to have different lenses to view different things we can't just have one technical landscape view should look at the business architecture landscape view your deployment views your people view team companies so there should be multiple lenses so that people understand people can participate in a conversation today people are not participating in a conversation because they don't have right information and right lens bringing that is critical and and this is a classic example which you have to understand the value stream of your system maybe multiple systems come together and provide a value stream to the business if you don't do any of your transformation in this context in nothing is going to change you may do continuous integration you have your DevOps architects you've got agile coach you got name any anyone right you get the most expert guy in your team you're not going to achieve anything unless and until you create any impact on your value stream or a service at that particular level view and there should be that should be used for an operating model so there should be because that's where you know the organizations are good at right once it you create an operating model around these fundamental you know that the three four things then we can look at how can we take this into other teams and create those multiplier effects then you start you know percolating and bring all these change trying to bring change everywhere in the beginning and this is an important thing of the business perspective right a CFO is going to ask I'm going I'm spending X million for my transformation what is the return on investment if you if you can't do a prioritized way in which you do this I'm looking at from a desirability feasibility and viability view you can't provide you know that answer this is a critical thing an application service prioritization which we talked about it there are a lot of choices and everyone's application is important for everyone right if you talk to any application owner if you talk to any service owner everyone will think their application service is the center of the universe we all believe like that and we want to be you know believing like that and of course then make an informed decision were to focus on so then focusing on everything right so this is a quick summary and and you all know this retreating on what are we doing it and I don't believe we get an answer for all these in these conferences it's all about getting right kind of pointers to explore thing experiment so that you can make some difference in what we do in our organization thank you so much and I am around here we can discuss thank you