DBS 은행이 모든 사람을 혁신가로 만드는 방법

DBS Bank believes that innovation is critical to its survival, and to reinforce that objective, it made innovation a KPI representing 20% of every team and individual’s performance review.

이번 에피소드에서는 모든 레벨의 리더, hosts Katherine W. Isaacs and Michele Zanini speak with Bidyut Dumra, group head of innovation and future of work at DBS, to learn how he’s helped turn innovation from a top-down mandate to one that actually grows from the bottom up. DBS organized its entire operating model around cross-functional “customer journey” teams, led by what Dumra calls “mini CEOs” who have the authority and funding to make real decisions to meet customers’ needs.

Dumra also explains how one customer’s credit card loss sparked an insight that changed everything: Customers don’t think in terms of processes; they think in terms of intents. That single moment, he said, launched the journey-based model that now drives the bank’s organization and growth.

The DBS Playbook: Borrow These Ideas

• DBS benchmarks itself against tech leaders Google, Amazon, Netflix, Apple, LinkedIn, and Facebook instead of other banks, with the goal of being “digital to the core.”
• DBS’s transformation team has a playbook and training at the ready to help teams achieve their KPIs. “The skilling is available to every employee,” Dumra said.
• Some of the bank’s products launched without a business case, with the case built retrospectively, one year after launch. “[If] I know exactly what’s going to happen, I’m not really pushing the needle,” Dumra said.

Hosts Issacs and Zanini dig into how DBS makes distributed leadership work at scale — and what you can borrow from their playbook.

비디오 크레딧

Bidyut Dumra is the group head of innovation and future of work at DBS Bank.

케이트 W. 아이작스 MIT 슬론 경영대학원의 선임 강사입니다.

미셸 자니니 의 공동저자입니다. 월스트리트 저널 베스트셀러 휴머니즘 (하버드 비즈니스 리뷰 프레스, 2020).

M. 숀 읽기 의 멀티미디어 편집기입니다. MIT 슬론 경영 리뷰.