Jan Juhelka CEO of Komerční banka shares leadership lessons from leading a massive transformation at the bank🔥 Business challenge and motivation: Despite being a well-established bank (3rd largest in Czech Republic), they faced potential competitive threats from fintechs and non-banking institutions.🔥 Cultural transformation: Jan Recognized that their challenge was about organizational culture - how they react to market challenges, their speed of delivery, and technological capabilities.🔥 Agile implementation approach: Started with diagnosis, then found Agile as the mindset and used the Spotify frameworkAgile cannot be implemented on in IT aloneBegan with dismantling traditional silos (business people, IT people, project management)Created multidisciplinary teams (tribes)Significantly reduced management layersStarted with one "lighthouse tribe"🔥 Technology transformation: Upgraded from 1990s mainframe technologyImplemented a new core banking system (Temenos T24)Migrated clients in cohorts, learning and improving with each migrationMade the system 24/7 online vs. batch processing🔥 Measurable outcomes: Employee satisfaction improvementsNet Promoter Score (NPS) improvements (after initial decline)Reduction in physical branches from ~400 to 186Digital sales growth from 10-15% to over 60%Workforce reduction from 7,500 to 5,500ROE target of ~15%🔥 Lessons on leadership:Being authentic and transparentNot being afraid to make hard decisionsTreating people as people, not robotsLearning from mistakesLeading by example (the CEO gave up his large office for the first tribe)Regular communication with employees and collecting feedbackAcknowledgment of mistakes and learning from them