Deutsche Bank Technology Center Saint Petersburg Russia Polina

Deutsche Bank Technology Center Saint Petersburg, Russia Polina Peresada, Lead Functional Analyst, Product Owner Kristina Egorova, Senior Functional Analyst Management. Leadership. Partnership. #Positive. Impact

Agenda — — — — — Bank as Ecosystem 3 models of Team’s setup Routine vs Innovation Management Leadership Partnership Search for a Balance Research Discussion Deutsche Bank Technology Center Polina Peresada, Kristina Egorova Analyst Days 1

Bank is a Complex Ecosystem Regulations Profits High risk Innovations Flexibility Competition Stability 24 х7 Clients needs New markets Time-to-Market Performance Business demands Fintech startups Seamless integration Long run strategy Customer experience Deutsche Bank Technology Center Polina Peresada, Kristina Egorova Analyst Days 2

Applications and Teams Several teams Various setups Several applications in each processing flow Deutsche Bank Technology Center Polina Peresada, Kristina Egorova Analyst Days 3

Complexity of a Team 50+ team members 3 Locations 15+ years of development Time differences Full development lifecycle Deutsche Bank Technology Center Polina Peresada, Kristina Egorova Analyst Days Agile Transformation 4

Six years ago: Team Lead model (1) Deutsche Bank Technology Center Polina Peresada, Kristina Egorova Analyst Days 5

Three years ago: Professional Lead model (2) Deutsche Bank Technology Center Polina Peresada, Kristina Egorova Analyst Days 6

Today: Scaled Agile model (3) Deutsche Bank Technology Center Polina Peresada, Kristina Egorova Analyst Days 7

The challenge Speed Profit Transparency Quality Business demand Result New strategic product Deutsche Bank Technology Center Polina Peresada, Kristina Egorova Analyst Days 8

Routine vs Innovation Regulations Flexibility Customer Experience Stability 24 х7 Time-to-Market Performance Fintech Startups Seamless integration Deutsche Bank Technology Center How to find a balance? Polina Peresada, Kristina Egorova Analyst Days Competition 9

Management: various views Affinity for control Detailed plans Attract best talent Encourage new mindset & skills Tidy grids of linear processes Customer centricity Digital vision & opportunities Rigid industry verticals Volatile climate Certainty Fluid dynamics & high velocity Source [1] Deutsche Bank Technology Center Polina Peresada, Kristina Egorova Analyst Days 10

Management in different models Product Process People Deutsche Bank Technology Center Polina Peresada, Kristina Egorova Analyst Days 11

Management in Digital Economy “People who are now enthusiastically engaged in their mission sometimes tend to lose their objectiveness. . . You need to be distinctive, you need control points, milestones, where people still need to report, and still they need to show their results. . . It is absolutely necessary. ” Digital Transformation Challenges in Large and Complex Organizations, CFFO White paper Management M Source [4] Deutsche Bank Technology Center Polina Peresada, Kristina Egorova Analyst Days 12

Leadership: New personas of digital era Adventurer Social Supers Ambassador Data-Driven Decisives Clarifier Educator Disruption Drivers Attractor Talent Champions Cartographer Source [1], [2] Deutsche Bank Technology Center Polina Peresada, Kristina Egorova Analyst Days 13

Leadership in different models Innovations Best Talents Deutsche Bank Technology Center Polina Peresada, Kristina Egorova Analyst Days New mindset 14

Leadership in digital economy “Recognize that no individual leader will ever have the perfect blend of all needed leadership behaviors. Build a balanced and cohesive leadership team around you to complement gaps in your leadership style. ” © Graham P. Waller, research vice president at Gartner Leadership M L Source [1] Deutsche Bank Technology Center Polina Peresada, Kristina Egorova Analyst Days 15

Partnership in different models Evolution Collaboration Respect Deutsche Bank Technology Center Polina Peresada, Kristina Egorova Analyst Days 16

Partnership in digital economy What if you need some guidance on a work-related issue? Are you going to talk to the chief operating officer with whom you had one awkward conversation, or are you going to speak with a manager with whom you have worked multiple times and have a rapport? Relationships trump everything else. © Frank Molinario, Vice President of Human Resources at Security First Insurance Partnership P M L Source [3] Deutsche Bank Technology Center Polina Peresada, Kristina Egorova Analyst Days 17

Organization Behavior Research — — Leader-Member exchange theory (LMX) 40+ years of research Applied in various domains and contexts Captures the process of how the leader-follower relationship evolves over time — Allows to analyze the outcomes Role Finding Implementation Role Making Source [4] Deutsche Bank Technology Center Polina Peresada, Kristina Egorova Analyst Days 18

Organization Behavior Research — — Leader-Member exchange theory (LMX) 40+ years of research Applied in various domains and contexts Captures the process of how the leader-follower relationship evolves over time — Allows to analyze the outcomes Role Finding Implementation Role Making Individual outcomes: • Job satisfaction • Personal development & career path Group level outcomes: • Short group performance • Long term results and stability Source [4] Deutsche Bank Technology Center Polina Peresada, Kristina Egorova Analyst Days 19

LMX-inspired survey — Participants from different countries — — Russia; Ukraine; Belarus Germany; Italy; UK Singapore; New Zealand USA — Analysts, Developers, QAs, Support and their managers — IT services for various industries — — — Teams working together for different time — Teams working in different setups — Everyone is happy with their team efficiency How efficient is your team? Banks & Finance Telecom Education Logistics Not efficient Somewhat at all efficient Entertainment Deutsche Bank Technology Center Polina Peresada, Kristina Egorova Analyst Days Moderately efficient Extremely efficient 20

Management: How important is management in your project? • Questions, capturing importance of process, product and people management • Scale from 1 to 5, 1 – not important, 5 – extremely important Importance of Management 5. 00 4. 50 4. 00 3. 50 3. 00 2. 50 2. 00 1. 50 1. 00 3. 21 Model 1 • Deutsche Bank Technology Center 3. 46 Model 2 3. 19 Model 3 Views from different model perspective Polina Peresada, Kristina Egorova Analyst Days Importance of Management 5. 00 4. 50 4. 00 3. 50 3. 00 2. 50 2. 00 1. 50 1. 00 • 3. 31 3. 28 Manager Employee Views from different role perspective 21

Management: How important is management in your project? Are you aware of experts in your team? Importance of Management 5. 00 4. 50 4. 00 3. 50 3. 00 2. 50 2. 00 1. 50 1. 00 3. 51 3. 10 Awareness of Experts 3. 54 2. 98 Less than 6 months - 1 year - 2 2 years - 3 More than 6 months 1 years 3 years • Deutsche Bank Technology Center 5. 00 4. 50 4. 00 3. 50 3. 00 2. 50 2. 00 1. 50 1. 00 4. 43 Model 1 • Time trend Polina Peresada, Kristina Egorova Analyst Days 4. 65 4. 53 Model 2 Model 3 1 – not aware, 5 – completely aware 22

Leadership: How important is leadership in your project? • Questions, capturing importance of innovations, new ideas, experimentation • Scale from 1 to 5, 1 – not important, 5 – extremely important Importance of Leadership 5. 00 4. 50 4. 00 3. 50 3. 00 2. 50 2. 00 1. 50 1. 00 • Deutsche Bank Technology Center 3. 43 3. 21 3. 04 Model 1 Model 2 Model 3 Views from different model perspective Polina Peresada, Kristina Egorova Analyst Days Importance of Leadership 5. 00 4. 50 4. 00 3. 50 3. 00 2. 50 2. 00 1. 50 1. 00 3. 00 Manager • 3. 28 Employee Views from different role perspective 23

Leadership: How important is leadership in your project? Is it easy to get an expert help from another team? Easiness of Getting Help Importance of Leadership 5. 00 4. 50 4. 00 3. 50 3. 00 2. 50 2. 00 1. 50 1. 00 3. 50 3. 79 3. 12 3. 24 2. 38 Less than 6 months - 1 year - 2 2 years - 3 More than 6 months 1 years 3 years • Deutsche Bank Technology Center 5. 00 4. 50 4. 00 3. 50 3. 00 2. 50 2. 00 1. 50 1. 00 • Time trend Polina Peresada, Kristina Egorova Analyst Days 3. 43 3. 21 3. 04 Model 1 Model 2 Model 3 1 - extremely hard, 5 – extremely easy 24

Partnership: How important is partnership in your project? • Questions, capturing importance of trust, openness and good relationships • Scale from 1 to 5, 1 – not important, 5 – extremely important Importance of Partnership 5. 00 4. 50 4. 00 3. 50 3. 00 2. 50 2. 00 1. 50 1. 00 3. 62 Model 1 • Deutsche Bank Technology Center 3. 81 3. 91 Model 2 Model 3 Views from different model perspective Polina Peresada, Kristina Egorova Analyst Days Importance of Partnership 5. 00 4. 50 4. 00 3. 50 3. 00 2. 50 2. 00 1. 50 1. 00 4. 19 3. 71 Manager • Employee Views from different role perspective 25

Partnership: How important is partnership in your project? What is the leader-membership exchange quality in the team? LMX quality Importance of Partnership 5. 00 4. 50 4. 00 3. 50 3. 00 2. 50 2. 00 1. 50 1. 00 3. 92 3. 91 3. 64 3. 67 3. 96 Less than 6 months - 1 year - 2 2 years - 3 More than 6 months 1 years 3 years • Deutsche Bank Technology Center 5. 00 4. 50 4. 00 3. 50 3. 00 2. 50 2. 00 1. 50 1. 00 4. 00 Model 1 • Time trend Polina Peresada, Kristina Egorova Analyst Days 4. 27 4. 17 Model 2 Model 3 1 – low LMX quality, 5 – good LMX quality 26

Summary: Management. Leadership. Partnership 5. 00 4. 50 4. 00 3. 50 3. 00 2. 50 2. 00 1. 50 1. 00 3. 62 3. 43 3. 21 Model 1 Management • Deutsche Bank Technology Center 3. 713. 81 3. 46 3. 91 3. 51 3. 19 Model 2 Model 3 Leadership 5. 00 4. 50 4. 00 3. 50 3. 00 2. 50 2. 00 1. 50 1. 00 Polina Peresada, Kristina Egorova Analyst Days 3. 31 3. 58 3. 28 Manager Management Partership Views from different model perspective 4. 19 • 3. 54 3. 71 Employee Leadership Partership Views from different role perspective 27

Summary: Management. Leadership. Partnership 5. 00 4. 50 3. 75 4. 00 3. 92 3. 50 3. 96 3. 91 3. 51 3. 64 3. 63 3. 50 3. 67 3. 10 3. 34 3. 00 3. 54 3. 58 2. 98 2. 50 2. 00 1. 50 1. 00 Less than 6 months - 1 year Management • Deutsche Bank Technology Center 1 year - 2 years Leadership 2 years - 3 years More than 3 years Partership Time trend Polina Peresada, Kristina Egorova Analyst Days 28

How does lack of Management affect balance? Initial stage Compensation • No controls • Missed timelines • Drop of quality • Human resources rearrangement Deutsche Bank Technology Center Polina Peresada, Kristina Egorova Analyst Days Result • ‘Big Brother’ mode 29

How does lack of Leadership affect balance? Initial stage Compensation • No place for experiments or upgrade • Attrition • Leaders rotation or no visibility to the Team Deutsche Bank Technology Center Polina Peresada, Kristina Egorova Analyst Days Result • ‘Groundhog day’ mode 30

How does lack of Partnership affect balance? Initial stage Compensation • No trust • Double work • No loyalty • Stricter rules & detailed legal contracts Deutsche Bank Technology Center Polina Peresada, Kristina Egorova Analyst Days Result • ‘Work-to-rule’ mode 31

So, what remains different in digital world? The right blend of management function, leadership attitude and partnership mindset to balance between routine and innovation. P M Deutsche Bank Technology Center Polina Peresada, Kristina Egorova Analyst Days L 32

References [1] Remake Yourself With Six Digital Leadership Personas, https: //www. gartner. com/smarterwithgartner/digital_leadership_personas [2] The Four Leadership Personas Of The Fourth Industrial Revolution - Which One Are You? https: //www. forbes. com/sites/deloitte/2019/01/21/the-four-leadership-personas-of-the-fourthindustrial-revolutionwhich-one-are-you/#1 ecde 87 a 7 ed 0 [3] In Leadership, Relationships Matter Most https: //www. forbes. com/sites/forbeshumanresourcescouncil/2018/10/24/in-leadershiprelationships-matter-most [4] Digital Transformation Challenges in Large and Complex Organizations, CFFO White paper, https: //futureorg. org/wp-content/themes/futureorg/assets/Deiser-Digital-Transformation. pdf [5] Research on LMX: - Relationship-Based Approach to Leadership: Development of Leader-Member Exchange (LMX) Theory of Leadership over 25 Years: Applying a Multi-Level Multi-Domain Perspective by George B. Graen & Mary Uhl-Bien - Differentiated leader-member exchange and group effectiveness: a dual perspective by Daejeong Choi Deutsche Bank Technology Center Polina Peresada, Kristina Egorova Analyst Days 33

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