Custom Boot Camp Solution Success Case
Number of Employees
Custom Boot Camp
What is the client’s business, industry, and product or service? Who is the client’s target customer?
The banking industry has historically fallen into the category of traditional, slow-changing businesses. However, in the digital age, they have experienced a shift in the way they do business due to new technology, globalization, changes in regulations, and a reduction in the use of the middleman.
More specifically, BBVA has expanded exponentially over the past 20 years to become one of the largest financial institutions in the world. They provide services in Spain, South America, North America, Turkey, and Romania.
What challenge or initiative was the client looking to address?
BBVA’s traditional ways of operating were preventing it from rapidly adapting to change and keeping ahead of technological advances.
To meet customer expectations, BBVA made a commitment to drive toward the new paradigm: digital, agile, and responsive. However, this required a massive shift in how the organization operated, specifically in regards to IT. Traditional structures had to be replaced with a modern, agile approach.
What was the participant profile? What team, department, or area did they people belong to? How does this team, department, or area fit into the organizational structure?
Through workshops with BBVA’s change team, we determined that the best roles to complete the boot camp were:
- Anyone who had direct responsibility for managing and leading technical teams, or who was involved in the development life cycle of the group’s platforms and systems (from conceptualization of an idea to operations).
- Those selected were “Working Managers”. They all spent time managing, helping others, and executing first-person actions.
- For BBVA, this included Scrum Masters, Project Managers, Product Owners, Solution Architects, SW Developers, and a few other, more specific roles.
What objectives was the client looking to achieve? Were there high-level initiatives or goals that motivated the client?
- Develop the necessary skills (knowledge, techniques, tools, and behaviors) in BBVA Engineering Managers to successfully lead technical teams.
- Promote a culture of modern and solid leadership in BBVA Engineering Managers based on common Agile values, principles, and practices.
- New work models, promoting Agile and DevOps, to achieve a more efficient, productive, and flexible way of working.
- Promote a culture of continuous, active, and collaborative learning in the management community of BBVA Engineering.
What solution did we propose to accomplish their objectives? How was the program structured? What were the contents of the program? What was Netmind’s role in the solution?
As a learning and development company, we knew that training was the first step to resolving this challenge.
To accomplish these goals, we created a custom Boot Camp designed around our NextB® methodology to be hands-on, collaborative, and engaging. We utilized our Course Design Canvas to ensure the training addressed the organization’s specific needs and followed that training with periodic mentoring sessions.
Throughout the Boot Camp, students experienced storytelling, the ART model of content delivery, games and exercises, visual elements, and progress tracking using gamification.
The knowledge and skills were applied and refined using a Lean Change Management model:
How was the real impact on business be measured? To what degree did the targeted outcomes occur as a result of this initiative?
We are in the process of determining the impact of the boot camp using the Kirkpatrick Pyramid. Our goal is to reach Level 3 and ultimately Level 4 in order to foster a lasting, positive change in the organization.
- Level 1: Engage students in an interesting training that they are satisfied with.
- Level 2: Enable students to acquire new knowledge and skills.
- Level 3: Generate changes in students’ behavior and attitudes.
- Level 4: Have a positive impact on organizational results.
Specifically, we are using the following metrics to measure the changes in students’ behavior and attitudes:
- Number of Experiments (per boot camp cycle). The level of experimentation achieved; the more experiments, the greater the impact.
- Trend in number of experiments (across cycles). The trend indicates whether the program is encouraging experimentation among students.
- Penetration (# of experiments in each competency, both per cycle and across cycles). This allows us to identify the competencies that are considered most important.
- Success rate (in each competency). This allows us to identify the number of behavioral changes generated in students. Competencies with greater penetration and lower success rates indicate areas that need further improvement.
What future goals does the client now wish to accomplish? How will the expand on what they have learned/implemented?
Currently, about half of the BBVA Tech Managers have completed the Boot Camp. Over the next year, we will be training and mentoring the remaining 250 students.
Also, we will continue working to obtain relevant data (in experiments, penetration, and success rate) to measure the impact of the program on the managers’ actual cultural change. Once available, we will interpret the information to continuously refine and evolve the program beyond Tech Managers and into other business areas that include 12,000 students.