DIGITAL TRANSFORMATION

GILL WYLIE Enterprise Director, Lloyds Banking Group

WHATS THE DIGITAL TRANSFORMATION DRIVERS

CHANGE VALUE TECHNOLOGY COST

CASE STUDIES

METHOD

DEVOPS

DIGITAL NARATIVES

IN DEPTH:

OTHER:

OUR AMBITIOUS TRANSFORMATION AGENDA

DIGITAL FOUNDATIONS

ADAPTIVE ORGANISATION

JOURNEY T0 AN ADAPTIVE ORGANISATION

AGILE

1 Leading Customer Experience 2 Maximising Group Capabilities 3 Digitising the Group 4 Transforming Ways of Working

OUR STRATEGIC PRIORITIES…

NEW WAYS OF ORGANISING

NEW SKILL SETS & WORKFORCE MIX

NEW TECHNOLOGY APPROACH

NEW GOVERNANCE MODEL

…DRIVING A NEW “WAY OF WORKING”

CHANGE DELIVERED THROUGH AGILE

INCREASE IN AGILE COACHES

CHANGE RESOURCE EFFICIENCY IMPROVEMENT

INCREASE IN TRAINING TO 4.4M HOURS P.A.

UP TO

30%

50%

>50%

3.5x

TRANSFORMING LEADERSHIP & CULTURE

REFLECTIONS

APPENDIX

CUSTOMER JOURNEY FRAMEWORK

To focus on delivering consistent and continuous E2E Journey Management – so our

customers receive an excellent Journey experience which is well conducted and

controlled

OBJECTIVE 5 THEMES

ALIGNMENT WITH GT METHODS Ensuring that the Customer Journey framework is reflected in methodologies, training and SWG/OKR Governance within GT STRATEGIC JOURNEY MEASUREMENT & OKR ALIGNMENT Embedding the data architecture for Strategic Dashboards, and establishing them as the core means of change prioritisation from which Customer, Risk and Business Performance OKRs will be derived

STABILISATION & SIMPLIFICATION Limiting expansion of the Journey Portfolio & Criteria to provide a chance to consolidate our Journey management practices across Group and test some simplification initiatives

RISK SUPPORT MODEL FOR JOURNEYS Establishing a robust BUCF support structure for Journeys across all Divisions in time for H1 Assessments, and supporting RCSA deliverables towards an enhanced risk framework

‘RUN’ THE JOURNEY Developing further guidance on delivering excellence in the day-to-day running of a Journey. This will incorporate actions in response to findings from a recent 2nd line opinion paper, plus emphasise the importance of managing feedback loops to improve experience and reduce execution risk

Emerging

BANK OF THE FUTURE ARCHITECTURE MANY OF THE BANK OF THE FUTURE FRAMEWORK CAPABILITIES DEPEND ON ONE OR MORE OF THE TECHNOLOGY CAPABILITIES

MAPPING TO TECHNOLOGY CAPABILITIES1

ENTERPRISE DATA HUB (EDH)

ARTIFICIAL INTELLIGENCE

SINGLE CUSTOMER VIEW (SCV)

DIGITAL PLATFORM EVOLUTION (DPE)

SYSTEMS OF ENGAGEMENT (CASSANDRA)

STRATEGIC CONTENT ENGAGEMENT

PLATFORM (SCEP)

CUSTOMER ENGAGEMENT

PLATFORM (CEP)

API (OPEN BANKING)

CLOUD

HEDGE2

AUTHENTICATION

PAYMENTS

A

B

C

D

E

F

G

H

I

J

K

L

RESPONSIVE / COLLABORATIVE ORG

10 ENTERPRISE

DATA PAYMENTS

9 CLOUD MACHINE

INTELLIGENCE

7

PEOPLE PLATFORM SYSTEMS OF ENGAGEMENT INTERNATIONAL PUBLIC CLOUD MACHINE LEARNING

SINGLE COLLEAGUE VIEW DATA HUB TRANSACTION FRAUD 3rd PARTY HOSTING COGNITIVE

ROBOTIC PROCESS AUTOMATION

COLLEAGUE TOOLING DEMOGRAPHIC MASTER DATA (SCV) DOMESTIC PRIVATE CLOUD INTELLIGENT PRODUCTS

VIRTUAL ASSISTANTS EVENT STREAMING (KAFKA)

ACCESS TO OUR ECOSYSTEM

SEGMENTED EXPERIENCES

INTERACTION PLATFORM

DIGITAL ECOSYSTEM

PRODUCT PLATFORMS

2 4 5

SEGMENTED PROPOSITIONS AUTHENTICATION AS A SERVICE VOICE & IVR APP FRAMEWORK (INC. MOBILE) CONSUMER BANKING PLATFORMS

SEGMENTED SERVICING IDENTITY AS A SERVICE MESSAGING WEB FRAMEWORK PENSION & INVESTMENT PLATFORMS

MANDATES AS A SERVICE VIDEO GENERAL INSURANCE PLATFORMS API GATEWAY SEGMENTED OFFERS

DOCUMENT SHARING COMMERCIAL BANKING PLATFORMS CONTENT MANAGEMENT (SCEP) PERSONALISED DECISIONING

CUSTOMER / CLIENT COMMON SERVICES MOTOR PLATFORMS APPOINTMENT MANAGEMENT PERSONALISED CONTENT

OUTBOUND EMAIL COLLEAGUE COMMON SERVICES

BANK OF THE FUTURE ENABLER FRAMEWORK PROVIDING GUIDERAILS FOR SHAPING DESIGN & INFLUENCING INVESTMENT PRIORITISATION

1Note: 10 Technology capabilities (A-J) presented at Board, with 2 capabilities (K-L) added retrospectively 2Note: Hedges covered separately to address “Scenario 4”

G

H

H K

K H

H

H

H

H

6

1

A

G

A

A

F

C

A

E

E

H

H

H

H

E

E

H

D

E

E

A

A

B

B

B

K

K

E

B

B

H

H

H

I H

I

I

I

8

3

B

G

G

G

I

I

C

C

H

D

F

H

H

H

D

D

L

L

L

CORE BUILD DEPENDENCY

K H K

D H K

METHOD

AGILE LEARNING

AGILE CoE

AGILE COACHING

AGILE CENTRE OF EXCELLENCE (CoE) Embedding the Group’s Agile strategy

AGILE COACHING Upskilling colleagues to support lab and Value Stream delivery

AGILE LEARNING Driving sustainable and diverse workforce growth in key capability areas (i.e data science, engineering)

AGILE METHOD DEVELOPMENT & TOOLING Enhance and extend Optimus in approved labs

AGILE CHANGE POLICY Creating adaptive change management processes

AGILE SCALING MINDSET AND METHOD Improving workflow patterns and fostering decision making

AGILE COLLEAGUE CAPABILITY Developing market-leading internal capabilities

MINDSET

Know Your Fear

Change the Game

Look Where It

Hurts

Less is More

Done is Better Than

Perfect

Disagree and

Commit

You Tell Me

North Star

80% Ready

Face It and

Learns

Walk A Mile in Their Shoes

Travel to Become

Wiser

Safe Space

Backed By Believability

Radical Transparency

1 2 1 2

3 4 3 4

1 2 1 2

3 4 3 4

Don’t leave the

Pitcher in too long

5

Useful Feedback

Hurts

Inspire Delivery Encourage Simplicity

Develop Confidence Build Trust

LEADERSHIP POCKET PHILOSOPHIES EMBEDDING A DIGITAL MINDSET