![]() II: In five years, what does success in digital look like for Citi and for your group? And so our challenge is developing that culture, a leadership mentality, and ownership and accountability. People don't leave just for money they leave for culture or lack of culture and lack of leadership. As I'm evolving our culture and bringing this talent up a notch, I’m thinking about how we retain that talent and knowledge. Citi is evolving as a technology company, but so is everyone else, and the market is hot right now for digital talent everywhere. One effect of the COVID-19 pandemic is that anyone who wasn't thinking digital now is. We call our solution “controls by design,” which means that you're designing the risk function as part of the product design. It's not easy to bring people on the legal and the risk-function side who are used to taking time to think through things and assess risks into the fold of working quickly. We're a bank, and customers expect us to be safe and secure. ![]() The organizational mindset doesn't change overnight. MN: One big challenge is that I’m spending 50% of my time not just on product innovation but also on organizational process innovation, helping our business become Agile. ![]() II: In the last year and a half, what challenges have you faced, and how have those affected your priorities in your job? The following has been edited for brevity and clarity. Like many of his peers at major banks, Naggar told us that he’s become his organization’s resident expert on Agile ways of working. ![]()
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |