Chema Garcia
Head of Agile Transformation at Santander Corporate & Investment Banking
Manhattan, New York, United States
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Chema Garcia works with Santander Corporate & Investment Banking in the IT transformation leveraging his deep experience in Agile, product and digital transformations such as the ones he also led in BBVA Spain and Argentina. Chema stands out as an expert in defining transformation strategies in large, global and multi-country companies. Additionally, he has trained and coached hundreds of people in Agile from development teams to C-suite and corporate members. He holds the SCP, SA from SAFe, SPS Scrum Org, CSM Scrum alliance certifications. He earned a PhD in Supercomputing and Parallel Algorithms, a MSc in Engineer in Advanced Computer techniques and a BSc in Business Management.
Area of Expertise
Topics
IT Performance measurement: metrics that have sense
Nowadays the fact that every single business and industry is a technology-based industry is irrefutable. All new trends to measure business success is about customer satisfaction, business value, and finally the performance is derived from economic rationales.
The tandem doing the right thing and doing the thing right is the classical dilemma agile philosophy and we as agilists are trying to balance those in the las 20 years.
Business finally got the idea, and now they know how to pilot business development leveraging on such a new way of working. The business development has experimented a great speed up, stressing our technology value streams.
Bearing this in mind and assuming we are building the right think due business presence in the process, we must keep ensuring that we as IT, as developers are doing the thinks rights.
Business value commonly are measured and navigated through OKRs maintaining alignment among all stakeholders.
How can we implement something like that from IT perspective?
How can we assure IT excellence?
How ca we define IT performance, and qualify our state to take decisions?
And how to do that without breaking our values and principals?
If you are interested on these topics, we are going to share with you our journey, experience, some pitfalls, and some tips.
Hope you enjoy it!!
How close are we to Enterprise agility?
Modeling enterprise agility transformation could help us to understand when and where to focus on our activities and efforts to ensure a successful journey.
During these 15 minutes, we invite to hear about our experience along the path that we have designed and continue evolving to help our organization to transform into an organization that embodies fast reaction, customer focus, valued oriented and empowered team principles
Learn about this journey which has 6 steps, with three different 3 big stages:
- From project to product
- From product to value stream
- From value stream to lean organization
Guía definitiva para medir el impacto de la transformación
Uno de los retos más importantes al que nos enfrentamos los agentes del cambio en las organizaciones a la hora de justificar la inversión para realizar nuestra transformación, es la de poder, no solo dar buenos argumentos, necesitamos ofrecer un mecanismo claro que permita visualizar que vamos en el buen camino. Os presento mi enfoque definitivo tras más de una década utilizando diversas estrategias para tratar de dar respuesta a esto sin que parezca "bullshit" a ojos del consejo.
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