Operating model transformation: Santander CIB

In 2019, Santander CIB's IT teams launched a transformation of their model to switch to Agility at scale. But initially only the Project / studies teams were involved in this transformation.
Alenia was therefore asked in early 2020 to adapt the organizational model to the Application Support and Infrastructure teams.

-40%

40% reduction in the volume of major incidents in 1 year. 400% increase in application change delivery velocity.

115

Training of 115 people and coaching/mentoring of 12 people.

What matters most, what our clients said about the mission

« We love working with Alenia, we believe in the work you do. We don’t have to explain to you how we work as you already know market principles »

Head of Run Production Governance

Our client's main pain point ?

The Application Production and Infrastructure teams were positioned in a silo, apart from the development teams. The transformation of agility at scale and the realignment of teams in business value chains required a transformation of the model. As well as a reinforcement of the Application Production expertise throughout the organization.

The challenges

At the start, an organization very geographically and culturally distributed
Multiple transformations operated in parallel: Agility at scale, Application Production, DevOps, Data

What we achieved

Delivery of a 360 degree diagnosis and a benchmark against competitors
Co-construction of a detailed operating model including new roles and aligned governance
Co-construction of a specific model to improve the interface between the Head Office in Madrid and the different regions
Gradual deployment of this model via the integration of Support resources into the Development teams and the establishment of a Production Supervision team
Co-construction of a reference framework for Application Production practices
Implementation of an extensive training, coaching and mentoring program for key players
Deployment of a business chain support approach through the implementation of service levels, monitoring and specific supervisory roles

The outcomes

A concrete and precise operating model co-constructed with the teams
Progressive change management, validated through regular stages
A significant strengthening of the partnership between Application Production and the Development teams - but also with the Business
The establishment of a structure dedicated to managing IT risks
Securing the impacts of Application Projects on the stability of Production