Day 3 Banking Case Study Scenario : Architecting Growth & Leadership Bootcamp (H2R Series)

Recording in progress. Hello everyone, thanks for joining in. So let's get started and with our day 3. In the day 3, in the previous sessions, which we have already covered. That is your the concept number 11 that is covered. Let me share my screen what we have covered so far. So the day 3, we have started with a career development planning, the project implementation using SAP Activate. I talked about SAP Activate, how do you execute it, how do you plan it, okay, end-to-end, uh, some scenarios. And that is some homework I have given that you have to do entire plan to execute. Definitely take some time, it will not be possible within 3 days. Majority of the chunk of the work, minimum have the point of view, you can do that. Okay, so now we will be switching out here to the case studies. Okay, so the case studies, uh, as I say that for different sectors, different case studies, we pick up any of the case studies by executing, uh, for this, uh, project for different GICS sectors. 11 case studies we do have, and but I will be while explaining, I will be utilizing the banking sector case studies. So in this context Okay, and what I will do, so there are 4 scenarios you'll be getting this template, and, uh, for this particular banking sector which I was talking about, okay, and they are very complex scenarios. They're very— being one of the leading India's leading bank, public sector bank, okay, so they have a lot of challenges, okay. So we'll first of all break it down, what are the— from a career development succession planning point of view What are the key challenges? And we will break it down into— so we, uh, let's say we have discussed with the CHRO and all, and all the IT team, business team and all, and we have broken down into 4 parts of it. And the priority is 4 things. So case studies point of view, the succession transformation, especially from an IT point of view, because now this company, this bank is having a global footprint, okay? So they have to talk about their global IT succession transformation. Second key, second scenario for the banking case study is the leadership pipeline transformation. Third is they're also exploring AI. They also started a prototype, but it has not gone to the production yet. Fourth is enterprise talent architecture. So that is exactly from enterprise architecture team. They have also approached to us. So imagine that we have to design a plan for that as well. So this is actually the plan. So the idea is here I will be explaining the steps. You can think of, say, like a role play, play a role here. Then you can definitely decide how we are going to, how you can think, okay? So this is the thinking activity. And also same time you can check it out how frequently, or you can want— you can also do it in a different way if you want to do that, okay? The first scenario, as I said, you build a single, uh, India-scale critical— so like a map for their IT team, okay? So for the entire IT team, you have to prepare a plan, okay? So this is a banking sector scenario. As I said, there are different work streams and what exactly they're planning to build, okay? And how these people will be tracking all those things, right? That is all end to end you have to plan. Okay, so this is a little bit beyond the SuccessFactors thing, but the thing is, especially if you're an internal organization, GCCs and all, you have to think about it. Okay, so this is ideally not a part of the SuccessFactors typical implementation project, but the thing is, from a holistic point of view, if you think about it, those planning or strategy, those are really, really needed here as well. Okay, so I will go to that case study scenario first, then I will, uh, uh, how to implement it. Also I given a steps, some guidelines, so you have to go through. The first scenario, as I said, Success on Transformation. So they will be having a role profile, there will be some skill standards. Okay, what kind of artifact you can build up for them. Okay, so what kind of assessment they can think about it. Okay, so what kind of— if they're having rotation path Okay, you have to think like a business. Okay, once the business has confirmed it, as a consultant you have to give solution for it. Okay, so I'm not saying this is a right or wrong answer or anything. So you think about the solutioning part of it, and also at the same time also think for which work stream actually you are building, what you are building. Okay, so you just think about it, talk to the business. Okay, think out yourself like a business. Okay, what are the possible things you can do? If you have any innovative ideas, you can always think about it. And also How means if you're working in a real-time project like this, you can ask this question. So this is a template for you, for your reference, okay, which you can think about. Now, coming to second scenario, mostly from a leadership point of view, okay. So whether the organization is having their complete leadership level scope, the— if they're already maintained, uh, their whole family's decisions, all those role-level architecture they're having already or not. So who is the— this is an annual activity. And also when I say cadence is how frequently they have to do it, whether it's a quarterly or annual or monthly. So typically development plans are mostly in this scenario is a monthly. It's a quick check-in happens every month, okay, let's say. And also some companies says, especially in IT consulting, I have seen it's every 2 weeks, okay, or 1 week even, okay. So continuous performance management also click, you know, may play a major role here in this context, right? So this is something all actionable development. It is not like development for development sake. I have written something but I'm not following that. It is not a development plan then. It's just a wish. Right? So if you're not taking action, that is just a wish, okay? So it is, uh, never going to happen. So you have to take action everywhere. Similarly, you'll be having a succession, uh, slate, and you are having some depth rule like ready now, ready level. So this is actually from succession point of view. Yesterday we already, in the previous session, already talked about in the first session, first, uh, day itself, and how we are going to cover, how we are having these areas. Risk heat map, all those things. Okay, so if it's something you think in SuccessFactors you're not able to do it, you think about it, what are the alternative solutions you're providing the customer, right? Because at the end of the day, as a customer, as a consultant, you have to provide a solution to it. Okay, so this will talk about calibration governance, readiness standards, development plans, sufficient slates, so entire thing, 9-box matrix, all of those things. Okay, and also as we discussed in that SANA AI activity, if you remember in the day 1, So we talked about that 9-box matrix is also going away. Not very soon, but slowly with this, uh, it depends upon the culture, by the way. I'm not going to decide that whether it will go or not, but, uh, the skill intelligence framework coming in, and from an overall, uh, point of view. So whatever I'm saying is not specific to SuccessFactors, by the way. Overall, from a business process understanding point of view, I'm talking about. So if 9-box is going away, So what kind of a skill-based signal, okay, you'll be creating? What are the— so you'll be evolving from subjective— these are all very subjective grid— rather to a skill-based signal where you'll be having evidence-based skills, evidence-based experiences, outcomes, and learning velocity, okay? How do you continuously update those role skill profiles? Those things are the talk of the, the subject, okay? So that is something we have to take care in the upcoming days. And also, ultimately, from an executive point of view, I will also prefer dashboards and reporting. So this is my— let's say I'm the business and your requirement. So this kind of scenario to handle, and you to think about it, how you would be capturing these things, um, SuccessFactors, outside SuccessFactors, any other tools, right? So these are the broad scenario for this particular banking. So second one. So then the third one is a little bit about AI-enabled talent marketplace. We already have an opportunity marketplace, we talked about in SuccessFactors. If you're not using SuccessFactors, what else you are utilizing and how actually you are doing this activity. Might be you're doing in a different way. Think about it, uh, your gigs, projects, internal roles, how actually fulfilling it. Okay, if because Opportunity Marketplace also it has your own license. Okay, if you're not having it, and even how currently you are doing it, how in future you can scale it up for this entire population, right? So you have to have a skill foundation, you have to have a marketplace design, those templates. Okay, these are all template-driven. There should be also proper change governance, value tracking. Okay, benefits model, Okay, so because everything should be linked to outcome, okay, so in the bank, any of the sectors, any project you are doing, okay, it could be productivity increase, reduced contractor spend, it could be increasing the retention of the employees, faster staffing, okay, it could be anything, right? So that is the third scenario where exactly it is AI-enabled talent marketplace which I was talking about, and it will check your Pokémon signals, your skill signal, mobility constraints, if any talent they're having across the branches, regions, and functions, Okay, that is also you to think about. If any questions you have, you can always ask, okay, to the business. And, uh, this is a area which actually you can explore. And the last one is my favorite. It is enterprise, at enterprise level, because this is also very fundamental whether everything is, uh, you're traceable or not, from starting from job family to role profile to skill, actual learning paths, efficient slates, workforce dashboard. Are those all integrated or they are in silos? Okay. So you have to think about the reality, the current reality, accept the current reality and whatever as it is. And as a business, you can always improve and you can think about it, how we can proceed further. So these are the 4 homework, 4 scenarios I have given. I also already provided the guidelines. If you're working any of the banking sector, it is still applicable whether it's in India or outside India, doesn't matter because most follow the similar kind of structure, process, principles like that. But you can think about it and we will be doing the similar kind of an exercise scenario for other sectors as well. That, uh, as we speak, I'm focusing on this. And the other way, what is the operating rule here in the entire activity? Your priority must be having a role profile, what are the skills, whether you are doing the skill mapping or not. And, uh, even if you're not able to do all of the things right to start with, you can have at least those, uh, role profiles, skill mapping, uh, having a proper learning path, okay, for each categories, okay. And also there is a success on slate with her evidence-backed readiness. The readiness, whatever I'm talking about, right? Yesterday also we have seen, uh, those ready now, ready next, in 1 or 2 years, all those things, okay? Whether you are really having those evidences, okay? So it is very easy to write those ready or not ready, all these things, but whether you're having those evidences or not, okay? So I think that's all about your— this particular case study. And the detailed case studies will be published in our school platform as well as Hub platform. The access will be given to you. Okay, and you can explore the case studies in depth and try to internalize and try to understand. Okay, this understanding is very, very important. You can see those kind of detailed understanding of the different layers, growth opportunity, execution, how you track it, what could be the feedback loop. Okay, this kind of a detailed diagram, and you should be able to draw and you should be able to explain it, by the way, the entire population, the business, right? Then only it makes sense. You have to design a high-level design like this, and when we're developing something design a low-level. If you're integrating any other apps with maybe SAP Build or any other low-code, no-code platform, if you are using along with SAP, then you can always design a low-level design with a developer and all. You can produce it. Okay. So I think that's all about this particular sessions. And so we have already pretty much covered. And what we will be doing is next part, we will be going to the— after this, so we have say the sessions. So let me go back to the other thing. Huh, yeah, already we talked about the other modules also. Whenever I'm talking about other topic, in a sense, so how the Workday also it happens. So Workday also have their own methodology, okay? As I was saying in the previous session, you can follow this and you can also validate people who are working Workday, how does it happen in the career development module and how those all those products, how does it work, their concept of Skill Cloud and all of this thing, their career framework, okay. They have employee aspiration, current state, development plan, see, very similar flow. You can see that IDP, they have measure and govern. So they have this kind of a flow, okay, mostly, okay. Similarly, Oracle also, if you talk about, very similar. So if you talk about Oracle, so I think they already have given me a hint here. If I go here, uh, Oracle, Oracle had CMK area. Yes, this is the one. So they also have a similar kind of a process. You can— they have a talent profile, career development, learning. So Oracle Learning Cloud, all these things they have, and you can easily— similar kind of methodologies, but, uh, how they see it, okay. There is the employee intent, readiness, IDP is everywhere, drive development plan, embed that in the performance cadence, mobility outcome. These are different objects from implementation point of view. They have learning assignment, job posting, opportunities, and all. Then their end-to-end flow is look like this only. Maintain profile, career preference, all these things. Okay, so people who are coming from Oracle background and you can follow this, and you can also always improvise anyway. So I think this is the good. And now I will go to— so let me go back to our section, Career Development, Learning Tracking. So We are done with the case studies and you have to do the homework, explore those case studies and those scenarios. If you have any questions, so definitely we can take those questions at a later point of time and you can post your questions in our learning platform as well. And this will go to our learning platform shortly. And if you're already watching this from the platform, put your questions if any clarification required. Okay, so that's about this. And next session we will focus on the certification strategy. Okay, how about, uh, we'll focus even SAP SuccessFactors specific certification and career development. Okay, but otherwise in the Workday and Oracle also, they also have their own certification plan and a strategy like that. But really focusing today on SAP SuccessFactors point of view in this boot camp. Okay, but similar strategy also, uh, we have for Workday and Oracle as well. Oracle module, that's making this career development path. Okay, so see you in the next session and share your notes in the below. And what are the top key 3 learnings what you studied in the case studies? And what is something you discovered new? Okay, anything you want to, you know, so share with us, you can always share with us. Okay, so the floor is yours. You can always log into the platform and share your learning. So signing off and we'll see you in the next session in the certification preparation track.