ISU Redesign for Executives
ISU is a B2E product built from 5 modules, where Sber's executives manage tasks, knowledge, goals and strategic planning for the entire top management team.
Preview
Case
Context
A Seed-stage product for Sber's top management stood at the point of transition from a closed pilot for the Management Board to a full-scale release across all of the bank's Agile teams.
Situation
Rather than making drastic changes, I spent the first week in one-on-one conversations with developers and analysts, carefully embedding new processes into the rails they were already used to and comfortable with.
Task
The PM, the tech lead and I had to join forces and recast the heavy logic of ISU's 5 modules into a lean end-to-end scenario, carefully balancing the business vision against engineering constraints.
Result
The product is ready to scale, time-to-market was cut by reducing tech debt, and the design was successfully defended in front of the bank's C-level.
NPS: +6 p.p.
CSI: +2.0
MAU: +15%
What would I do differently?
I would propose that the PM introduce custom metrics for each module's scenarios, to back the C-level's affinity for the new design with hard numbers on how much faster the Sber Management Board works.
Process
Challenges
Parallel Workstreams
When urgent requests came in from the bank's top leadership, my team and I didn't panic - we quickly redistributed the load so that not a single core redesign sprint was derailed, but it was hard.
Unnecessary Proactivity
Trying my hand as Scrum Master with the support of an Agile coach, I launched a series of facilitation sessions - but that experience taught me not to try to "fix" processes that already run steadily and deliver results.
