The Art of Scaling Agile & DevOps
summary
Royal Bank of Scotland reorganizes around outcomes not frameworks, funding ~1,000‑person value areas as end-to-end portfolios with business accountability, pushing continuous delivery, cloud migration and API adoption. Teams report concrete wins: one team cuts deployment from 14 weeks to hours, over 50% of change flows through standardized change paths, and about 2,500 mindset users opt into voluntary learning. Remaining gaps are metrics trust, performance reviews and choosing toolchains.
AI-written summary · about
chapters (17)
- 0:00Intro
- 0:38About RBS
- 1:50Who am I
- 3:33Why Agile DevOps
- 8:06Learning from others
- 8:58Embedding agility
- 10:24Mindset Change
- 13:30Unlearning
- 16:30Our goals
- 17:21What are we doing
- 20:57The conversation is different
- 21:35Bendy snakes
- 21:51Where did we start
- 22:06Starting with our leaders
- 22:35What we have yet to solve
- 24:33Being a phenomenal journey
- 25:23Questions
related talks
30mHow We Led Three Banks Through DevOps Transformations
30mING's Journey to Agile
37mLeading the Transformation (Applying Agile & DevOps Principles at Scale)
17mBeyond DevOps – Holistic transformations in uncertain times
30mHow DevOps is Enabling Lean Application Development
47mThe Only 2 Things needed to Scale Agile
26mAgile values and principles for non software teams
46mWhat about turning Leadership around?