Sberbank has been on the market for 176 years. It serves 140 million individuals and 2 million corporate clients. The company is represented in 22 countries, it employs more than 300,000 specialists.
A large-scale reform continues at the bank, one of the key parts of which was to rethink and change the approach to product development. Having studied the experience of foreign financial institutions and successful companies in Silicon Valley, the bank has built its own model of work, taking into account the basic principles of agile development of Agile – the bank calls it Sbergile.
It is important to understand that Agile is not an end in itself for the bank, but only a relevant way to achieve goals and maintain competitiveness in front of a sharply growing number of fintech startups.
According to Herman Gref, The Agile transformation at Sberbank is concentrated in three main areas: customer satisfaction, employee productivity and the improvement of key indicators: such as the time required to make decisions, bring the product to market and deliver the product to customers.
More than 11,000 employees working in Sbergile are divided into tribes (from the English tribe - tribe). Each tribe is an agglomeration of teams united around some common business goal, for example, the development of card products.
In addition, at the Round Table, the Agro-Industrial Complex Team met with key exporters of agricultural products. We discussed the current state of the agro-industrial complex, the mechanism of work of traders' companies and the features of lending. The meeting was attended by the President of the Union of Exporters - Zernin Eduard Petrovich, who shared the plans of the Union and the current situation of the market.
Based on the results of the discussion, the Bank will develop and approve a regulatory internal document on the terms of lending to this type of customers, taking into account the peculiarities of the grain and oilseed market.