在大流行的早期，许多组织迫切地加快了数字化转型战略，因为几乎在一夜之间，他们需要找到与客户联系的新方法。这也是Scott Case面临的情况，他于2019年12月成为Truist金融公司的首席信息官（CIO），当时BB&T公司和SunTrust Banks的大规模合并即将完成，而几个月后，美国就感受到疫情的全面影响。
Truist是美国第七大商业银行，总部位于北卡罗来纳州夏洛特市，总资产5410亿美元，在17个州和哥伦比亚特区拥有1500万客户。Case做为该公司的首席信息官（CIO）主要负责整个公司的IT运营。
一、客户驱动数字化转型
疫情对我们所有人来说无疑是一种催化剂，迫使我们在短时间内思考如何为我们的内外部客户提供服务以及理解他们的需求是什么。
疫情后，我想到的数字化转型思维里面有很多例子，比如如何远程为客户服务？如何以更集中的方式利用数据进行相关分析，为客户提供服务？如何通过技术加速我们的内部交付，特别是围绕自动化，以确保我们作为一个公司在技术服务方面的交付效率？
疫情状况以及企业进行的合并都迫使我们去思考如何更好的进行企业的数字化转型。
二、采用新的IT运营模式
很明显，我们需要重组，考虑一种不同的运营模式。我们在技术方面必须带领我们的团队真正融入我们的商业伙伴。
我们开始一段旅程的开始合并工作,真正结合业务合作伙伴如何考虑它作为产品所有者和也许只是一个传统的损益表焦点,如何把产品所有权和思考不断积压的工作你想要部署,如何嵌入技术团队进一步的价值链,以及如何创建一个允许的技术生态系统不断发展,所以我们一路上短跑吗?
实际上，我所描述的是一种敏捷文化的概念，它受到了DevSecOps文化、流程和工具的支持。这更多的是一种文化的转变，而不是技术或工具的转变。你真的需要改变心态和期望。我认为，作为我们技术组织内部文化的一个标志，我们希望每天如何与我们的商业伙伴一起运营和进入市场。
三、树立正确的敏捷文化
我们所有进入敏捷文化的人都有这样的经历：有时你开始追逐待办事项，可能会以牺牲大局为代价。当人们听到敏捷文化时，通常会认为你只是即兴发挥，想到什么就做什么。但你得动作快点。现实情况是，敏捷作为一种文化，如果处理得当，需要大量的计划、大量的透明度和大量的沟通。我对我们对产品管理和客户体验的关注感觉很好，这是真正的指导指南针。
四、选择适合的方法进行数字化转型
在我们平等合并的背景下，bb&t和SunTrust合并成truistest，我们描述我们选择哪些流程、哪些系统、哪些数据，你可以继续往下走，我们将做出哪些选择的方法。
这次合并，当我们宣布的时候，并没有打算成为一次收购。它的目的不是将流程、技术或数据转移到其中一个，而是有赢家和输家。这实际上是一个重新设计和思考客户需要什么的机会。我们在零售领域和商业领域都采用了这种思维方式，并在合并初期做出了一些艰难的决定。
我们利用合并工作的机会来优化，在某些情况下，简化我们的第三方架构。但当我们做决定的时候，我们真的很在意我们的合作伙伴是谁。它让我们和一些合作伙伴重新回到谈判桌上，加强了成为合作伙伴的愿望;不要仅仅从合同的角度来看待它，而是要把它看作我们正在一起工作，以建立、构建和维持与我们的目标相关的伟大客户体验。
最好的部分是，它为我们打开了一扇门，让我们重新与许多供应商合作，在某些情况下，甚至是新的供应商，从而真正加强了这一信息。
原文：
The early days of the pandemic saw many organizations urgently accelerating their digital transformation strategies as, almost overnight, they needed to find new ways to connect with customers.
Such was the situation for Scott Case, who became CIO for Truist Financial Corporation in December 2019 as the big merger was completing between BB&T Corporation and SunTrust Banks—and a few short months before the full impact of the pandemic was felt in the U.S.
Headquartered in Charlotte, North Carolina, Truist is the seventh largest commercial bank in the U.S., with total assets of $541 billion and 15 million clients across 17 states and the District of Columbia. As CIO, Case oversees the organizational unit that provides the company’s overall technology, operations, and information-related services.
Case spoke with CIO contributor Maryfran Johnson on a recent episode of CIO Leadership Live about the merger, the digital transformation mindset that developed out of the pandemic, and aligning with business partners. What follows are edited excerpts of that conversation. For more insights, watch the full video below:
On customer-driven transformation:
The pandemic for all of us was certainly a catalyst that really forced us to think very intently, in a very focused period of time about how to serve our clients. What their needs were, as well as our 58,000 or so internal teammates.
When I think about a digital transformation mindset that came out of the pandemic, there are many examples, such as how to service our clients remotely, how to leverage data and analytics differently, in a more focused way, to deliver to our clients. How to speed up our internal delivery through techniques, especially around automation, to make sure we are efficient in our delivery as a company for our technology services.
That, combined with our merger happening at the same time, really forced us to get focused and serious about what I would call a digital transformation, which is still evolving and ongoing.
On adopting a new IT operating model:
It was clear that we needed to reorganize and think about maybe a different operating model. We in technology had to take our teams and really get embedded with our business partners.
So, we started a journey at the beginning of the merger work, to really align with business partners on how do you think about it as a product owner vs. maybe just a traditional P&L focus, how do you take product ownership and think about an ongoing backlog of work you want to deploy, how do you embed technology teams further up in the value chain, and how do you create a technology ecosystem that allows for continuous development so we are sprinting along the way?”
Really what I am describing is this notion of an agile culture. Really buoyed by a DevSecOps kind of culture and processes and tools. And that is so much more of a cultural shift than it is a technology or tool shift. You really have to change mindsets and expectations. And I think as a hallmark of our culture inside of our technology organization is to how we want to operate and go to market with our business partners every day.
On getting agile right:
All of us that have entered into the agile culture [have had the experience where] sometimes you start chasing the backlog, perhaps at the expense of the bigger picture.
When folks hear agile culture, oftentimes they think you are winging it and you just kind of do whatever comes to mind. But you have got to do it quickly. The reality is, agile—as a culture, if done right—is a lot of planning. A lot of transparency, a lot of communication. And I feel good about our focus on product management and client experience that is really the guiding compass.
On taking a best of breed approach:
In the context of our merger of equals—BB&T and SunTrust coming together to form Truist—best of breed was really the way we described our approach to choosing which processes and, therefore, which systems and. Therefore, which data—and you can keep going down the stack—which choices we would make.
This merger, when we announced it, was not intended to be an acquisition. It was not intended to shift the process or technology or data to one or the other so there was a winner and loser. It was really meant to be an opportunity to redesign and think about what the clients would need. And we applied that mindset in the retail space as well as the commercial space and made some hard decisions early on in this merger.
We took the opportunity through the merger work to optimize and, in some cases, simplify our third-party architecture. But where we made decisions around best of breed, we have been really intentional about who our partners are. It allowed us to get back to the table with some of our partners and reinforce the desire to be partners. Not to look at it through the lens of just a contract. But to look at it like we are working on this together to build, architect. And sustain great client experiences that correlate to our purpose.
The best part of this was it created an open door for us to reengage many of our suppliers and. In some cases, new ones, to really reinforce that message.
本文由数字化转型网翻译而成，作者：CIO staff，翻译：数字化转型网宁檬树；审核翻译：数字化转型网默然。
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