Author: Gerardo Barcia

After working for more than four years at BBVA Next, where I applied some concepts of the unFIX model covered in Jurgen's case study, BBVA Next Technologies Unfixed, I moved to the BBVA Data Division. With more experience and knowledge about the unFIX patterns, I aimed to improve our SAFe ecosystem and "unfix it” to deliver a better user experience.

Executive Summary

This case study outlines BBVA Data Division's transformative journey in enhancing user experience in their "Advice" product by applying the unFIX model. Initially adopting the Scaled Agile Framework (SAFe), BBVA faced challenges like organizational silos and communication issues, impacting user experience. To address this, they implemented strategies inspired by the unFIX model, emphasizing adaptable, human-centric organizational structures.

Key strategies included restructuring teams from siloed formations to a more integrated, collaborative model. This involved creating dedicated 'Experience Teams' to ensure a comprehensive view of the user journey and adjusting product launch processes, adopting asynchronous deployment mechanisms for greater flexibility and efficiency.

The focus was also on personal and professional development, introducing the "Galactic Career Path" concept, allowing employees to explore diverse organizational skills and roles. Psychological safety and motivation were addressed by creating a work environment where experiments(bets) are viewed as learning opportunities.

In summary, BBVA's case study illustrates how applying the unFIX model transformed their SAFe ecosystem, overcoming limitations and enhancing user experience in their "Advice" product. Organizational restructuring, asynchronous deployment processes, and promoting a human-centric, psychologically safe work environment led to increased collaboration, innovation, and satisfaction among employees and users. The "Galactic Career Path" strategy reflects an innovative approach to career development, demonstrating the potential of an adaptive, people-focused model to drive operational efficiency and enhance user experience in the banking sector.

Aspect	SAFe	BBVA Case with unFIX Model
Organizational Structure	Structured, Product siloed teams	Integrated, collaborative Customer Experience model
Deployment Processes	Synchronous deployment mechanisms	Asynchronous deployment mechanisms
Team Formation	Static team assignments	Dynamic 'teams on the fly'
Career Development	Traditional career progression	'Galactic Career Path' offering diverse exploration and human experience
Psychological Safety	Not explicitly addressed	Emphasized and strategically addressed
User Experience Focus	Feature-focused development	Holistic user journey focus
Decision Making	Centralized decision-making	Decentralized, flexible decision-making with multiple options available
Collaboration Across Teams	Limited due to Product silos	Enhanced by breaking down Product silos with multiple options available
Inclusion of External Partners	Clear divide between internal and external teams	Partners treated as integral part of the team

Table: Comparing SAFe and unFIX

Introduction

Last summer, Mad Cool was one of the most enjoyable things in Madrid. It is an event where crowds gather to see rock bands, play games, and have a fantastic time trying to cope with the heat waves that strike almost every summer in Spain’s Capital. All this sounds good; however, if you learn it can take 4 hours to get out of the event back home, you might reconsider your feelings.

*Image: A typical day in Mad Cool event. Image created by DALL-E 3*

Even when all the experiences during the festival could be significant, the fact that the way-out situation takes a long time could damage the general sense. It is the same when you translate this concept into the digital world. Sometimes, teams that develop and manage products and services are so focused on their matters that they almost always need to be reminded about the whole user experience – especially in a mature and full-of-feature data product–.

This case study will be based on my experience in our “Advice data product” at BBVA Data Division). BBVA is the second-largest Spanish bank, with 111,000 employees operating in twelve geographies worldwide. Advice is an extensive program with over 150 people from more than ten disciplines (Design, Data, Product, Strategy, Technology, and others). The advice offers financial help Services to our customers through the understanding and knowledge extraction of their habits and historical data about their transactions.

If you venture to sample our tool, either via our Mobile App or website, the immediate impression is undeniably striking. However, a more discerning eye might find a significant flaw: a certain myopia in the tool's design. The broader vista, holistic user experience, was sidestepped in favor of individual feature flamboyance. To cite an example, our "Monthly Expense Tracker" might astutely signal a burgeoning penchant for dining splurges. Yet, paradoxically, the "Financial Forecasting" tool would display an aloofness to this very trend, proffering generic financial trajectories devoid of any recent pecuniary dalliances. Such contradictions in functionalities, rather than presenting a tapestry of financial insights, only fractured the user experience, denting the user's faith in the platform's underlying vision.

The way you organize, the product you build. The proper organizational blueprint is vital for delivering cutting-edge digital products with a panoramic customer vision in the corporate arena. Yet, one must pause and reflect: does innovation solely reside in product design? Analogously, if a man's weekly sojourns to the gym were to be taken as the litmus test, could we then dub him an athlete? The rigors of athleticism demand more - a calibrated diet, mental fortitude, and so forth. By the same token, an organization's claim to innovation cannot merely hinge on its arsenal of avant-garde tools or the occasional launch of a striking solution. Such a viewpoint is myopic at best. Authentic organizational innovation weaves seamlessly into the very fabric of its talent management and organizational modalities.

The Scaled Agile Framework (SAFe) that BBVA uses —we call it Blue SAFe— was initially adopted as it provided a structured approach to scaling our agile practices. However, as with any framework, there were inherent limitations. The SAFe ecosystem, while robust, sometimes created silos, impeding the free flow of ideas and communication that was vital for a holistic product like Advice. This realization prompted us to "unFix" our SAFe implementation. Our objective wasn't to discard SAFe but to adapt it to our unique needs, ensuring that our user experience bumps significantly.

The New Santiago Bernabéu Way

When I arrived at the Advice Hub (we used to call HUB a group of people organized around a business concern), we did an extensive retrospective with all the Managers responsible for the 150 people there. The first thing I found incredible was that the team had not met, all together, for more than a year. They followed the ceremonies and dynamics written in the SAFe blue book, but beyond that, they could not get together to reflect, and the retrospectives that they did were always focused on the same issues that were outside their hands to solve. It was a full-blown gridlock.

*Image: Our Management Team at the Advice HUB*

Before the retrospective, we built a spaceship to highlight the power of collective intelligence and to bring up the problems that can be generated when there is no good communication framework between people and teams.

At the end of the session, we identified three major pain points that the Hub suffered: silos behavior with a significant impact on user experience, organization complexity that made it hard to collaborate, and the need for a sense of belonging due to different objectives from different teams.

Upon reflecting on these challenges, our course of action became clearer. We set out three primary goals:

*Image: The New Santiago Bernabéu construction. Image created by DALL-E 3*

Restoring User Experience: The inherent team silos of the SAFe framework were causing disruptions in the user experience. We needed a shift from this horizontal team structure to one where collaboration, even across silos, was imperative. We aimed to build a seamless user journey, regardless of how our internal teams were structured.
Implementing Asynchronous Deployment Mechanisms: SAFe's synchronous approach suggested that all teams deploy simultaneously. While this might work for some, it was evident that such synchronization created bottlenecks for us, thus damaging the user experience. Different teams working on various pieces needed the flexibility to deploy as their features or fixes were ready rather than waiting for a collective deployment window. We looked at asynchronous mechanisms allowing teams to deploy independently, ensuring faster time-to-market and reduced dependencies.
Adopting a Progressive Approach: Our final objective was influenced by the redevelopment approach of the Santiago Bernabéu new stadium. Instead of tearing down the entire structure to build a new one, the project took a layered approach, building upon the existing foundation while ensuring the stadium's routine activities weren't disrupted. Similarly, we didn’t want to overhaul our current processes abruptly. We believed in building upon what we had, making changes progressively, and ensuring our regular operations weren’t hampered. This approach allowed our teams to adjust to changes gradually, leading to a smoother transition and minimizing resistance.

Addressing these objectives required us to take a step back, analyze the gaps, and devise a strategy that resonated with our organizational needs. The inspiration from Santiago Bernabéu's redevelopment reminded us that sometimes, the best way forward is to build upon what exists rather than dismantling everything. Like the iconic stadium continued hosting matches amid its transformation, we aimed to keep delivering unmatched user experiences while evolving our internal structures.

Hacking SAFe through the Structure, Processes, and People

In our ambitious overhaul of BBVA's Advice Hub, we confronted pressing challenges: pernicious silos, bureaucratic convolution, and a dwindling esprit de corps. Much like the architects of Santiago Bernabéu chose evolution over revolution, we, too, opted against obliterating our foundation. Instead, we sought refinement and rejuvenation, prompting us to pursue a tripartite strategy: Recalibrating our Organizational Design, Streamlining Procedures, and Galvanizing Human Capital.

Structure: Within the Advice Hub, we noticed that the existing team formations were a significant source of our problems. The horizontal team silos were not just barriers to collaboration but were also adversely affecting our user experience. To address this, we embarked on a structural overhaul. We began to challenge SAFe structures and redrafted the blueprint of our team configurations, aiming for a more cohesive and collaborative model. The redesign was not just about changing team names or shuffling members; it was about realigning our teams to our mission, ensuring they were poised to deliver a systemic user experience.
Processes: SAFe provided us with a roadmap, but it became evident that its one-size-fits-all approach didn’t cater to our unique challenges. Remarkably, the framework's synchronous release cadence was proving to be a bottleneck. So, we modified our processes. We implemented asynchronous mechanisms to facilitate smoother, more efficient product releases from different teams. By doing so, we allowed teams the flexibility to release enhancements as and when ready rather than waiting for a collective release window. This ensured faster, more continuous delivery of value to our users.
People: Our people were our transformation journey’s third and most crucial element. Recognizing the dissonance and lack of a unified sense of purpose, we introduced the concept of 'teams on the fly.' These dynamic teams, formed based on immediate project needs and objectives, infused a new sense of enthusiasm and commitment among members. By breaking the monotony of static team assignments, we encouraged cross-disciplinary collaboration, fostered innovation, and, most importantly, built a stronger sense of community and shared purpose within the Advice Hub.

As we moved forward, we held Santiago Bernabéu's transformation as a symbolic beacon. Just as the stadium continued to host games amidst its renovation, we at BBVA's Advice Hub aimed to ensure uninterrupted, top-notch services to our users while undergoing this transformative journey. The path was challenging, but with a clear vision and a commitment to hacking our way to excellence, we were poised to create a future-ready, user-centric Advice Hub.

With this in mind, we define nine bets to try (business people used to prefer the word ‘bets’ instead of ‘experiments’) architected by structure, people, and processes.

The Structure Bets

In our existing structure, 11 teams operated within the SAFe framework. Instead of creating a harmonized, productive environment, this led to forming rigid silos. These silos inhibited effective communication and collaboration and nurtured a counterproductive behavior where teams often manufactured tasks to justify their existence. An unwritten rule within the bank indirectly incentivized this behavior: the more significant a team and its workload, the more secure its budget and position.

The SAFe ceremonies, designed to foster integration, ironically had the opposite effect within our Hub. They became battlegrounds where differences among teams were laid bare and exacerbated. The conflicts emerging from these ceremonies weren't merely routine professional disagreements but were indicative of deep-rooted issues resulting from the siloed setup.

The rift between the business-centric teams and the data science developers was particularly glaring. The former, responsible for front-end app development and direct customer interactions, had come to view the latter – who handled crucial data and predictive model tasks – as outsiders, almost an appendage rather than an integral part of the Hub. This disparity was not just about perception; it affected product development, collaboration, and overall morale. The business teams, with more visibility to higher management due to their direct role in product outcomes, often overshadowed the equally vital contributions of the data science teams.

*Image: The old structure when I arrived at the HUB.*

Redesign through Visualization

Facing the evident structural challenges head-on, we initiated an all-inclusive session, incorporating team leaders across the Advice Hub. This exercise was about problem-solving and, more crucially, problem understanding. And it was here that the unFIX model truly shone.

With unFIX's emphasis on visual management, we could map out our operational inefficiencies and structural disparities. The power of this graphical representation cannot be overstated. It transformed our issues from abstract concepts and general grumblings into concrete, identifiable problems. Observing the intricate web of misaligned teams, redundant processes, and communication breakdowns visually, the magnitude of our operational challenges became palpably clear to every leader present.

Following this enlightening session, we embarked on an intense collaborative phase. We established various working groups comprising leaders, developers, and other vital stakeholders to ideate and co-create our future structural landscape. It was essential to ensure that the new structure wasn't just another top-down imposition but a collective blueprint co-authored by those who'd be its primary inhabitants.

Our primary task was the identification and categorization of teams.

Value Stream Teams: These would be at the forefront, directly involved in delivering value to our customers. They would combine functionalities from both the business and data science domains to ensure holistic product outcomes.
Platform Teams: Recognizing the technological foundation that underpins our operations, the platform teams would manage and maintain the core tech infrastructure, ensuring scalability, stability, and security.
Capability Teams: These specialized units would be reservoirs of expertise, providing niche skills and capabilities that would be tapped into by the value stream and platform teams as required.
Managerial Layer: A significant challenge was the optimal placement of our managerial cadre. They wouldn't merely be administrative heads but would serve as connectors, ensuring alignment across teams, facilitating resources, and steering the collective vision of the Advice Hub.

Throughout this restructuring process, the path was straightforward: creating a setup where every team and individual knew their purpose, value, and contribution to the larger mission. We wanted to keep teams the same; we aimed to craft an ecosystem where collaboration was organic, innovation thrived, and the user remained at the heart of all endeavors.

*Image: Our first approach to the new model*

We went from 11 core teams to 6. Then, as we will see progressively in this case study, we incorporated others inspired by the unFIX model. These teams were regrouped in our “house,” which we called HUB (in the unFIX model, it is called Base) to generate a sense of belonging as a whole team, to work on psychological safety and joint empowerment, challenge, and learning, and finally to bump our employee experience.

One of our first significant discussions was the type of base we wanted to model. SAFe suggests using a fully integrated base with a single solution. That was the root cause of turning our teams into horizontal product silos. The unFix model, on the other hand, suggests four types of bases, from strongly aligned to weakly aligned. We wanted to start giving autonomy to the teams to decide when to deploy without generating dependency and bottlenecks with the trains but, at the same time, favoring some coordination. And that's why we finally decided to experiment with the Strongly Aligned Base.

The people who were formerly on the Data side became a platform team. Also, many people from Data went directly to work with the Value Stream teams. To make this selection, we used two criteria: what the employee preferred and what each Value Stream needed. The more generalist profiles chose to go to the platform team, while the more specialists and those who knew more about the Value Stream business preferred to go to these teams. This allowed us to have a complete vision at the Data and Machine learning level of the whole big picture of our HUB: standardizing practices, making shared architectures, and favoring reuse.

On the other hand, the Live Event and Tools teams, since they were not really Value Streams and were more functional in nature, were redesigned as Capability teams to offer their unique expertise to the rest of the HUB. This greatly favored collaboration with the Value Stream teams and broke one of our main bottlenecks. In addition, the Personalization and Proactivity teams were merged into one. Both worked on the same E2E objective and had significant records of many dependencies and conflicts. Of all the options suggested by the unFIX model to break dependencies between teams, we used the "Content" one and redesigned the teams to put them together.

Last but not least, the team dedicated to working on KPIs, which was a governance team and not a Value Stream team, was removed from the model, and its members were distributed among the Value Stream teams in our HUB. Some also voluntarily decided to move to the Data Platform team.

What about the Managers? Unlike the SAFe framework, which makes power play natural and remains neutral concerning hierarchies and leaders' checks and balances (at least implicitly), the unFIX model suggests converting the old leadership and middle management roles into the Captain concept. In our Advice Hub, to think we could achieve this was very naive. But as Gramsci would say, one must be pessimistic with intelligence but optimistic with will. We intended to pave the way towards that goal but with a much more modest start. The two people directly responsible for the Advice Hub and the technical leaders of the teams began the formation of the Management Crew. This strategy was designed to ensure that, over time, the technical leaders become hierarchically detached from their teams; thus, we can create the figure of the Captain. Managing the system and leading people was our North Star.

However, beyond structures and models, the true success lies in the human-centric approach we adopted. Every decision, team restructuring or managerial realignment, was imbued with two guiding principles – individual preference and collective need. The metamorphosis of Data, Live Event, and Tools teams, the merger of the Personalization and Proactivity teams, and the recalibration of managerial roles were all underpinned by these principles. The unFIX model's Captain concept, though ambitious, was our dream, guiding our leadership dynamics towards a future where leadership is about stewardship, not a power play.

The Advice Hub's transformation tale is more than just a structural pivot. It is a narrative of how an organization, armed with the right vision and tools, can harmonize individual aspirations with collective ambition. It leads to an orchestra where every note, no matter how subtle, contributes to a resonant symphony of organizational engagement.

Prioritizing the experience and enhancing empowerment

Having thought out our primary team structures, a crucial realization dawned on us: while teams were driving technological innovation and business functionalities, there needed to be a link. We were yet to address the aspect most fundamental precisely and dedicatedly to our mission: user experience.

In alignment with the principles of the unFIX model and diverging from the SAFe framework, we established dedicated 'Experience Teams’. Comprising senior members skilled in user experience and design thinking, these teams provided a holistic view of our operations end-to-end, ensuring every component was tuned to the end user's journey. Unlike other teams that looked at their matters, the Experience Teams had the eagle-eye view, traversing the entire user interaction spectrum.

*Image: Adding the experience and facilitation team*

For instance, when the Expense Tracker highlighted a user's spike in dining expenditures, the Experience Team ensured that other features like Financial Forecasting were attuned to these insights. Such synergy ensured that our services were technically sound, business-savvy, and user-centric. Empowering these teams wasn't just about assigning responsibilities but about granting authority. They were not mere recommenders; they were decision-makers. When they identified a gap or an opportunity in user experience, they had the autonomy to drive changes, collaborating directly with Value Stream, Platform, and Capability teams.

But the restructuring wasn't solely about creating new teams but also about enhancing the roles of existing ones. Agile Coaches and Scrum Masters, while operating in loosely defined communities of practice, were now consolidated into a solid 'Facilitation Team' as proposed by unFIX. This wasn't a mere semantic change but a foundational one.

No longer were these roles adrift, trying to influence without formal authority. As part of the Facilitation Team, they had a clear mission: driving process improvements and facilitating the ongoing transformation. They worked together, sharing best practices, problem-solving collectively, and ensuring that agile principles weren't just theoretically followed and genuinely embedded in every operation. When a particular product development sprint seemed misaligned with user feedback, the Facilitation Team needed to point out the discrepancy. They dove deep, facilitated sessions between the Experience Team and the concerned functional team, and ensured that the feedback was comprehensively understood and the product direction was realigned accordingly.

But that is not all the history. In the vast sea of corporate frameworks, SAFe stands as a robust ship. However, its design needs specific compartments that the contemporary digital journey demands. In contrast, unFIX, with its diverse array of forums, offers a more versatile vessel that can navigate both the calm waters and the turbulent storms of today's digital landscape.

*Image: Adding Customer Journey and Business Model Forums*

Recognizing the nuances of our operational needs and the imperative to prioritize user experience, we turned to the unFIX model's varied forums. While SAFe offered an overarching methodology, it lacked a space dedicated to nuanced discussions about the customer journey and business models, which is essential for our operational wheel.

With this in mind, we instituted the 'Customer Journey Forum' and the 'Business Model Forum’. The former was a hallowed space, a conclave where our users’ journey was discussed and dissected. Every touchpoint, every interaction, and every hesitation of our users was laid bare, examined, and understood. With members from the Experience Teams, this forum continually tuned our strategies to resonate with the user's voice, ensuring their journey was as seamless as it was insightful.

On the other hand, the 'Business Model Forum' delved deeper into the convergence of our operational strategies and market realities. It was more than just a space to discuss revenue models and market share. It was where we aligned our business strategies with user expectations, ensuring sustainability not just in terms of profitability but also in terms of relevance and value delivery.

Introducing these forums was a testament to our commitment to keeping the user at the epicenter of our operations. By carving out these dedicated spaces for discussions, we emphasized the importance of the user journey and business models. We ensured that these discussions led to actionable insights and tangible results.

In essence, while SAFe laid down the tracks for our operational train, the unFIX model, with its diverse forums, ensured we had suitable compartments to address every aspect of our journey. It's not just about reaching the destination but ensuring the journey enriches us and, more importantly, our users. And as with any transformative voyage, the route chosen can make all the difference.

The Partnership Team: Bridging Gaps and Building Relationships

While restructuring and recalibrating teams to serve our internal objectives was paramount, we also recognized a broader ecosystem that contributed significantly to the Advice Hub's success: our external partners and providers. With over 40% of the Hub's workforce, and by extension a significant portion of BBVA’s operational strength, hailing from our partner entities, it was transparent that the divide between internal and external teams needed to be rethought.

The unFIX model, emphasizing a holistic and inclusive approach, became our guiding light in this direction. Taking its cue, we established the 'Partnership Team', a dedicated team focused on improving our external collaborators’ work experience and integration. Comprising human resources experts and individuals with a keen understanding of vendor relations, this team ensured that our partners didn't feel like contractual contributors but genuinely saw themselves as integral parts of the BBVA family. Several vital initiatives marked the success of the Partnership Team:

*Image: Adding Partnership team to the model*

Inclusion in Corporate Events: Gone were the days when corporate events were exclusive internal affairs. Whether it was an annual strategy meet, a team-building retreat, or a celebratory milestone event, our partners were right beside us, participating, brainstorming, and celebrating.
Collective Feedback Mechanisms: Recognizing that our partners came from diverse organizational backgrounds, we instituted collaborative feedback sessions. Here, representatives from various partner firms came together, sharing insights, challenges, and suggestions, not just as voices of their companies but as a collective force contributing to BBVA's mission.
Cultural Integration Initiatives: Beyond formal work processes, efforts were made to immerse our partners in BBVA's organizational culture. From onboarding sessions that delved deep into our history and values to mentorship programs that paired seasoned BBVA insiders with new partner team members, we left no stone unturned.

The result of these endeavors was palpable. The erstwhile 'us vs. them' undertone gradually faded, replaced by a cohesive 'we.’ Our partner teams felt valued, heard, and, most importantly, part and parcel of BBVA's broader mission. Through the Partnership Team and its initiatives, we didn't just improve operational synergy; we built relationships, fostering a sense of belonging that transcended contractual obligations.

The processes Bets

SAFe’s insistence on steadfastly synchronized and stable teams is a methodology that, while effective for many, didn't align with the dynamic nature and specific demands of the Advice Hub. Recognizing the need for a more flexible, adaptive approach, we ventured into pioneering changes in how we structured and managed our processes.

Fluidity for Enhanced Efficiency

Instead of clinging to the conventional wisdom of static teams, we introduced the groundbreaking notion of 'teams on the fly’. This strategy allowed us to reconstitute and redefine teams each quarter. By doing so, not only could we swiftly adapt to shifting business demands, but we also offered our developers rotational opportunities, allowing them to engage with various projects and imbibe diverse perspectives. This intentional rotation struck a balance — it catered to the strategic needs of the Hub while also tuning into the aspirations and growth desires of the developers. For instance, a developer keen on expanding their skill set in front-end technologies could transition into a team focused on UI/UX enhancements for a quarter before potentially diving into backend infrastructure in the next. This fluidity enhanced employee engagement, reduced burnout, and spurred innovation.

As we delved deeper into the intricate ecosystem of the Advice Hub, the necessity for a dynamic approach to teaming became glaringly evident. With over 150 professionals hailing from multifaceted disciplines, a singular, static approach to team composition would be akin to placing a square peg in a round hole. The unFIX model Teaming options inspired us:

The need for steadfast consistency and accumulated knowledge became apparent within specific sectors of our hub. Our operations, deeply rooted in understanding customer data and maintaining the integrity of our platform, relied on these teams. Their enduring nature allowed them to cultivate an in-depth mastery over specific domains of our product, leading to enhanced efficiency and precision. Intending to create a stable infrastructure, we decided that, as a first attempt, the pillars of the Hub would be the Data and Machine Learning (Platform), Facilitation, Partnership, Experience, and Management teams. These teams were strategically convenient for us to maintain over time, with changes of people only rarely. These were our Steady Teams.

In addition, the very nature of our product, a confluence of design, data analysis, and strategy, warranted the incorporation of Dynamic Teams. As customer preferences evolved and technological advancements emerged, these teams, with their rotational membership, ensured that we remained on the cusp of innovation. By consistently integrating fresh perspectives, we could pivot and adapt, much like an agile startup navigating the volatile terrains of the digital realm. The Lifecycles Stages pattern guided us through the journey of deciding which team of our Value Stream teams could be dynamic. The more mature the value stream, the more the probability that the team will endure. The ‘Proactivity and Personalization’ and the ‘PFM’ teams were the clear candidates because they were in the late stages.

It was the contrary with our ‘Invest’ and ‘Networth’ teams. These task forces, working on the earliest stages and equipped with experts cherry-picked for the project at hand, became our go-to strategy for time-bound deliverables. Whether launching a new feature or overhauling an existing tool, mission teams ensured concentrated expertise and timely delivery. They were our Mission Teams.

Finally, with the ever-shifting landscape of the digital world, the Advice Hub saw the need for the most flexible of our team structures. Liquid teams became our rapid response units. In moments where immediate expertise was needed — be it a sudden surge in user traffic or an unforeseen glitch in our systems — these teams, with their adaptive membership, were marshaled, ensuring real-time solutions. Our ‘Facilitation’ Team was a clear example. Given that BBVA has been transformed over the last 15 years and people, in general, were really good on the Agile basics, the team didn’t need to last much, and the company wants all the Agile Coaches to replicate this model in other Hubs within the bank as fast as possible. Another interesting example was when inflation began to take over the world due to the post-pandemic and war in Ukraine, opening a clear business window for the bank. For this, we could create a fast-acting team to conduct the impact study, understand the regulatory framework, build a predictive model of rising interest rates, and pass this knowledge on to the rest of the teams in the HUB. It was a competitive advantage.

The process was simple. Every quarter, we activated Checkpoints. These checkpoints weren’t mere administrative formalities. They were intense, collaborative sessions, serving as our operational mirror and compass. After comprehensive strategic reviews, evaluating both business objectives and talent metrics, these sessions unveiled the evolving needs of our hub. They provided an overview of the ongoing initiatives, highlighting both the triumphs and the voids.

This periodic exercise was instrumental in ensuring that no team or product fell into the cracks of complacency. If a team, despite its best efforts, needed to deliver the anticipated value or profitability, the checkpoint served as a juncture to reconsider its existence. Conversely, the emergence of new business opportunities or tech trends could lead to the birth of a unique team poised to explore and exploit fresh avenues.

Yet, these sessions’ true novelty lies in their inclusivity. Unlike traditional top-down restructuring meetings, our quarterly checkpoints were grounded in bidirectional feedback. They were arenas of co-creation. Every hub member was empowered to voice their observations and aspirations irrespective of their hierarchical position. This was their platform if an individual felt the need for change or sought rotational opportunities. Such a democratized approach fostered a culture of ownership and alignment, where the collective mission of the Hub resonated personally with each member.

The dividends of this approach were manifold. Firstly, the proactive addressing of employee aspirations substantially curtailed attrition. Our staff no longer needed to exit for growth or change; the hub became the arena for their evolution. Secondly, this agility positioned us uniquely in the competitive banking landscape. As global events like the aftermath of the pandemic or the geopolitical shifts in Ukraine unfolded, our structure's flexibility allowed us to swiftly recalibrate and respond, turning potential challenges into avenues for innovation.

Integrating these varied team structures was more than just an exercise in organizational restructuring. It was a statement of intent, a clear message that the Advice Hub was committed to keeping pace with the digital age and being at its vanguard. By embracing the multifaceted nature of our operations and recognizing the unique challenges and opportunities they presented, we paved the way for a future where innovation, efficiency, and adaptability weren't just buzzwords but our guiding raison d'être.

Furthermore, these team structures and processes were underpinned by a foundational principle: the holistic user experience. Regardless of how we organized internally, our North Star remained unwavering — delivering unparalleled value to our users. This commitment to the customer informed every decision, ensuring that the Advice Hub, much like the intricate mechanisms of a Swiss watch, functioned seamlessly, delivering precision, reliability, and excellence at every turn.

Navigating these complex dynamics, BBVA's journey echoed the meticulous planning of a theatrical director staging a magnum opus. Every element in the foreground or background played its role to perfection. The overarching design of the unFIX models ensured that while there was a script, improvisation wasn't just allowed; it was celebrated. And as the curtains rose and fell on various acts, the stage was gradually set for the pièce de resistance—our 'teams on the fly.’ It was a slow burn, deliberate pacing to ensure when they finally took center stage, their performance was nothing short of breathtaking.

Holistic User-Centric Backlogs

Imagine a scenario where our 'Insights team' identified a rise in user drop-offs during a particular phase of the onboarding process. Their backlog would prioritize tasks to delve deeper into this issue, analyzing potential pain points. Concurrently, the 'Proactivity and Personalization team' might then refer to their backlog to improve the user interface during that phase. That demonstrates how to separate backlogs operated in tandem, with a centralized vision driving synchronous efforts across decentralized tasks.

*Image: Our Experience Backlog’s Architecture*

Our commitment to prioritizing the user's journey led us to rethink our operational approach, especially when managing backlogs. Inspired by the unFIX model, we veered away from the SAFe-endorsed centralized backlog. Instead, we embraced a decentralized yet aligned backlog model within the Advice Hub. That allowed each of our specialized teams - from Capability Crews to specific teams like 'Proactivity and Personalization' and 'PFM' - to maintain backlogs tailored to their expertise.

But here's the catch: alignment was paramount despite the decentralized backlogs. We created ‘Building Blocks’ as the central guiding vision, ensuring each team's backlog resonated with the broader user experience objectives. This alignment guaranteed that while individual teams enjoyed autonomy, the collective efforts were perfectly synchronized with the Advice Hub's mission.

Rather than adopting SAFe's method of product-centric backlogs articulated through user stories, the Advice Hub prioritized the holistic user experience. The pivot was to think about entire user journeys and not just fragmented user tasks.

Instead of a user story like “As a user, I want to view my investments,” an experience-centric backlog would frame it as:

*Image: Our new Experience backlog stories template*

We blended the Job-to-be-done concept with Lean Experiments. In this way, we oriented the narrative of what had to be built and gave prominence to the user experience as a fundamental pillar. It may seem like a minor detail, but in our case, it worked wonders and created an environment where the experience outweighed the product and services.

Each team, from “Proactivity” to “Data,” maintained its own backlog. That allowed them to be autonomous, prioritize tasks, and deploy when they deemed their segment of the experience journey was ready. However, here's where we innovated: these backlogs didn’t operate in silos. Although decentralized, they were strongly aligned with the overarching Experience Backlog.

Take the “Invest” team as an example. If they identified an emerging trend in green investments, they could add it to their backlog and work on related features. But this feature would focus on functionality and how a user, concerned about the environment, would experience and benefit from this function.

With these rich insights in hand, the "Invest" team crafted more than just a "green investment feature"; they curated a comprehensive experience. This experience enveloped users in a world where they could access articles, videos, and webinars, elucidating the importance and potential of green investments. A communal dimension was introduced, allowing users to engage in forums, discussing and sharing insights on green initiatives and even spotlighting local environmental ventures. The team also leveraged machine learning, offering personalized green investment recommendations and blending technological sophistication with a personal touch. Recognizing the criticality of trust in financial matters, they underscored transparency, detailing the vetting process of each green investment, its potential impact, and economic outlook.

But before this innovative feature saw the light of day, the "Invest" team liaised closely with the Experience Crew. Together, they scrutinized every facet of the new feature, ensuring its alignment with the overarching user journey of the HUB. They deliberated on its integration with broader financial tools, assessed the uniformity of the user experience, and identified potential enhancements.

Upon rollout, the relationship with users didn't end. Feedback was continuously sought, and iterative improvements were made, underscoring the HUB's commitment to product delivery and creating resonant, educational, and engaging user experiences.

In our holistic approach to user experiences, the certainty of dependencies was recognized early on. While some dependencies foster collaboration and value creation, others impede the value delivery chain. It's a delicate balancing act, understanding when dependencies foster synergy and when they obstruct flow. To address this, we integrated the Dependency Breakers from the unFIX model, ensuring that our teams remained agile, efficient, and always primed to deliver exceptional value:

Visualize: We mapped out dependencies, making them visible to all stakeholders. This created a shared understanding and highlighted potential bottlenecks.
Coordinate: For essential dependencies, teams established coordination rituals. For instance, the "Invest" team would regularly align with "Data" to ensure that accurate, up-to-date market data backed their green investment features.
Decouple: Where possible, we sought to decouple dependencies. Instead of waiting on another team, features were designed in a modular fashion, allowing for parallel development and later integration. Take the "PFM" and "Networth" teams as an example. Traditionally, PFM might wait for Networth's asset data to develop a monthly spending overview. However, in our decoupled approach, PFM designed its feature with placeholders for Networth's data, allowing both teams to work in parallel. Once each team finished their respective modules, they integrated them seamlessly. That ensured faster development cycles, minimized delays, and delivered a harmonized user experience showcasing monthly spending about overall net worth.
Standardize: To ensure seamless integration between teams, we established standard protocols and interfaces. That reduced the friction often caused by disparate systems and processes.
Flag: Potential blockers or high-risk dependencies were flagged early. This proactive approach allowed teams to recalibrate their plans or seek alternative solutions before issues escalated. When the "Tools and Live Events" team was developing a new webinar feature, they anticipated a dependency on the "Data" team for user engagement metrics. Instead of proceeding unthinkingly, they flagged this dependency early on. Recognizing the potential blocker, the "Data" team was alerted well in advance. This early heads-up allowed both teams to discuss openly, strategize data collection, and ensure smooth integration. By flagging it proactively, they circumvented last-minute scrambles and delivered a webinar feature complete with real-time user engagement metrics, enhancing the overall user experience.
Self-service: Empowering teams was a core philosophy. By providing teams with tools and platforms where they could self-serve data or resources they needed, we reduced wait times and boosted efficiency.
Swarm: A 'swarm' approach was adopted when a critical dependency issue arose. Multiple teams converged, bringing their collective expertise to tackle the challenge head-on. When the "PFM" team was integrating a new budgeting tool, they encountered unexpected complications with data accuracy. Recognizing the gravity of the situation, especially given the tool's imminent release date, a 'swarm' approach was initiated. Representatives from the "Data," "Networth," and "Proactivity and Personalization" teams quickly convened. With the "Data" team clarifying how information was aggregated, the "Networth" team addressing discrepancies in asset calculations, and the "Proactivity and Personalization" team enhancing user interface elements for more precise data presentation, the groups worked tirelessly over a 48-hour hackathon-style session. Their collective efforts resolved the accuracy concerns and improved the tool's overall usability. This synergy exemplified how the 'swarm' approach turned a potential setback into a triumph of collaboration.
Automate: Automation played a pivotal role. Repetitive tasks or dependency-prone processes were automated, ensuring consistent results and freeing up teams to focus on innovation.

By leveraging these Dependency Breakers, we ensured that dependencies became catalysts for collaboration rather than impediments. The result was a streamlined operation where value flowed freely, teams collaborated harmoniously, and the end-users always received an unparalleled experience.

We also championed a paradigm shift to Asynchronous Deployments at the Advice Hub. This approach allowed teams to deploy their innovations when they believed they had achieved optimal user-centric results. However, autonomy didn’t mean chaos. It was meticulously orchestrated autonomy.

The essential linchpin of our asynchronous deployment model was robust, open, and continuous communication. Leveraging platforms that fostered real-time collaboration, teams maintained a persistent dialogue. Regular coordination sessions, dubbed 'Harmonization Huddles,' were instituted. In these sessions, teams shared their deployment plans, showcasing the user-centric innovations they introduced and soliciting feedback from peers. While teams were free to choose their deployment windows, they ensured that their deployments harmonized with the collective symphony of the user experience. It is almost like SAFe's ‘PI Planning sessions’ but with much more flexibility and orientation to our users' experience.

However, incorporating asynchronous deployments inherently led to a milieu where diverse teams had varied opinions on deployment readiness and feature priority. It was imperative, therefore, to have structured yet flexible decision-making mechanisms in place. Drawing inspiration again from the unFIX model, we integrated a suite of Decision Methods tailored to different situations.

Fist to Five: Before significant deployment, teams would use the Fist to Five method to gauge confidence levels. A 'five' indicated complete confidence in the deployment's readiness, while a 'fist' signaled reservation. This method was invaluable in quickly gauging team sentiment.
Dot-Voting: When evaluating multiple feature improvements, dot-voting facilitated prioritization. Each team member was allotted a set number of dots (votes) to allocate to the most impactful features. This democratic approach amalgamated individual perspectives into a collective decision.
Consensus: Achieving consensus was crucial for overarching strategic changes that impacted the entire Advice Hub, achieving consensus was crucial. Teams discussed, debated and deliberated until a unanimous decision path was carved.
Authority: In specific instances, especially concerning compliance or regulatory mandates, the decision was streamlined to the designated authority within the team. That ensured rapid, informed decisions in areas demanding specialized knowledge.
Brainstorming & Multi-Voting: New challenges required innovative solutions. Teams frequently embarked on brainstorming sessions, where ideas flowed uninhibited. Post-brainstorming and multi-voting determined which statements had the most collective resonance.

These decision-making methods weren't static but evolved based on feedback loops, ensuring they remained agile, effective, and aligned with our overarching objective of delivering unparalleled user experiences. The natural balance lay in finding that sweet spot where each team could operate with autonomy, maintaining its own backlog and pace, yet always aligned with the underlying vision and strategy of the Hub. This was achieved through constant communications, regular backlog reviews, and a strong orientation towards user experience rather than just features and functionalities. It was the key at the end of the day.

One Team. One goal.

BBVA's Advice Hub was not immune to many corporations' inherent challenges. We were trapped in a web of highly individualized objectives for an extended phase. Designed to spur individual growth and accomplishments, this approach inadvertently cultivated a culture steeped in division and detachment. Members of the organization began to tether their accountability more to their immediate leaders rather than the overarching mission and vision of the organization. Objective setting, often fine-tuned to mirror the aspirations of a specific department or a dynamic leader, fostered operational silos. This modus operandi significantly undermined collaboration, eroding the sense of shared responsibility and mutual ownership.

The SAFe framework, which many perceived as the elixir to these organizational challenges, surprisingly accentuated these divisions. Consider the scenario where a diligent financial analyst meticulously constructs a model tailored primarily to her team's specialized needs. Yet, in her keen focus, she overlooks the model's integration scope with the larger banking framework. Similarly, to perfect a particular app feature and win accolades from his immediate supervisor, a software developer might need to pay more attention to the feature's unity with the app's overall user interface and experience.

Acknowledging these hurdles, we pivoted towards the unFIX model's goal-setting approach. This pattern champions the spirit of self-direction. It empowers each operational unit to chart its distinctive course within the expansive universe of its primary objectives. Therein lies the essence of this approach. As objectives germinate from individual seeds of thought as they grow and mature, they are inherently aligned to resonate harmoniously with the organization's broader goals as they grow and develop.

At the core of this model is the idea of autonomy and mutual accountability. The first three patterns, prefixed with “Self-,” underscore the individual's prerogative in goal setting, whereas the latter three, starting with “Peer-,” emphasize the collaborative nature of the process. The model affirms the belief that everyone, including leadership roles, should engage in goal setting within their areas of responsibility.

Individuals or teams delineate their objectives in the Self-Direct phase. These could range from enhancing a product feature to initiating a novel customer engagement strategy. This self-direction was not an isolated endeavor. The subsequent Self-Align phase ensures these goals harmonize with the organization's overarching objectives, fostering a collaborative spirit.

The key lies in the emphasis on mutual accountability and collective commitment. During the Peer-Commit phase, our teams pledge their roles, ensuring that each endeavor is collaborative. This commitment was not merely verbal; it translated into tangible actions, monitored and reviewed in the subsequent stages.

For instance, when inspired by a surging tide of environmental consciousness among their customers, The Invest team envisioned a pioneering feature. They aimed to spotlight green investments, catering to the burgeoning league of environmentally aware investors. Meanwhile, not too far away, the Data team, with their fingers constantly on the pulse of user behavior, unearthed a fascinating trend. They noticed that those gravitating towards green investments held diverse portfolios and were equally invested in understanding the ecological footprint of their financial decisions.

One day, over a casual coffee conversation, members from both teams realized the potential magic they could brew together. The Invest team shared their thoughts on presenting users with a curated list of eco-friendly investment opportunities. In contrast, the Data team discussed their algorithmic capabilities to provide nuanced insights into these investments. Their combined vision was clear: blend investment potential with environmental consciousness.

This shared vision led to collaborative brainstorming sessions, bi-weekly check-ins, and continuous refinements (within SAFe ceremonies). With their market expertise, the Invest team ensured the data-driven recommendations resonated with real-world trends. In their realm, the Data team fine-tuned algorithms, ensuring they accurately mirrored user interactions and feedback.

The culmination of this was a feature that seamlessly integrated green investment opportunities with insightful environmental impact data. Users were thrilled, and engagement metrics soared. This wasn't merely the success of a new feature but a celebration of collaboration. The two teams, with distinct expertise, toasted to their combined triumph, underscoring the power of unity in diversity in our Hub.

Finally, BBVA's Advice Hub undertook significant policy shifts in response to this transformative approach. The bank reoriented its goal-setting paradigms from purely individual achievements to a more inclusive framework that celebrated team accomplishments. This shift wasn't just procedural; it was deeply cultural. It echoed the bank's renewed commitment to fostering an environment where individual aspirations seamlessly blended with team objectives, culminating in a harmonized, institution-wide aspiration. It transcended traditional goal-setting boundaries, paving the way for a more integrated, collaborative, and result-oriented approach.

The People Bets

As we get deeper into the fabric of our Advice Hub at BBVA, we identified a nuanced challenge nestled in the human dynamics of our operations - the cavity of a robust career model and a resonating sense of belonging. While SAFe had given us a roadmap for scaling our agile processes, its treatment of human factors was, at best, rudimentary. This is hardly surprising given that most operational frameworks prioritize procedural over personal. However, we recognized that for a transformative change, the hearts and minds of our people were as pivotal as processes and procedures.

Creating a Sense of Belonging

From the boardrooms of multinational corporations to the coffee corners of start-ups, the quest to foster a sense of belonging among employees is gaining momentum. The rise of this imperative finds its roots in our innate human need for connection and the evolving landscapes of workplace dynamics.

In an era where modern management models increasingly focus on the individual's attributes rather than their deficiencies, creating an outstanding environment where every individual feels valued and integrated. While efficient in their own right, the current management models often risk viewing individuals as mere cogs in a vast corporate machine, bending and molding them to fit predefined roles. This paradigm fails to recognize the individuality and potential of the person. Instead of striving to make a square peg fit into a round hole, contemporary thought leaders advocate for a paradigm shift. They suggest harnessing the intrinsic qualities of an individual, understanding their strengths, aspirations, and contexts, and aligning these with the organizational objectives.

*Image: Our Sense of Belonging framework*

Cultivating a ' One Team ' mindset stands supreme within the complex web of responsibilities, initiatives, and goals that define the Advice HUB. Yet, how does one transition from siloed entities to a unified ensemble? The key for us was weaving together the elements of Creation, Collaboration, Achievement, and Expertise intersecting flexibility and interdependency.

Flexibility, marked by 'Creation' and 'Collaboration', is where teams feel free to innovate, venture beyond the traditional, and intermingle their ideas. This environment nurtures a sense of ownership. When members see their brainchildren come to life and witness firsthand the harmonious dance of collaborative efforts, the Hub ceases to be just a workplace—it becomes a crucible of shared dreams and ambitions.

However, without the counterbalance of stability, there's a risk of drifting into chaos. Stability, symbolized by 'Achievement' and 'Expertise,' gives teams a sense of direction and purpose. It’s where teams can reliably showcase their prowess and attain well-defined goals. The accomplishments under this banner aren't just team achievements but personal milestones, imbuing each member with a sense of pride and belonging to the Hub's shared narrative.

Interdependency and dependence then weave into this tapestry, further cementing this feeling of unity. Interdependency, flourishing in 'Collaboration' and 'Expertise,' emphasizes that no triumph is solitary. Every success story is a collective effort, reinforcing the belief that "we're in this together." Conversely, dependency, radiating from 'Creation' and 'Achievement,' offers individuals and teams the space to shine to carve out their niches while contributing to the HUB's overarching mission.

Creation and Achievement were the Twin Pillars of our Identity. The drive to create is at the heart of every team within the Advice HUB. It's about meeting targets, crafting solutions, designing strategies, and building legacies. The Networth team, for instance, took this philosophy to heart, developing innovative investment tools that have been lauded across the financial sector. Their achievement wasn't merely in the creation but in the ripple effect it created, setting new benchmarks for peers and juniors alike.

On the other hand, ‘Collaboration’ and ‘Expertise’ were the crafting parts of our belonging. When the Invest and PMF teams collaborate, the result is a confluence of ideas, insights, and expertise. The seamless integration between these two teams is a testament to the Hub's focus on interdependency. Here, individual expertise isn't just respected—it's pooled, shared, and celebrated. For instance, a recent initiative to streamline digital banking saw programmers, UX designers, and product managers brainstorming in tandem, exemplifying the power of collaborative expertise.

Of course, fostering a sense of belonging goes beyond strategic alignments. At Advice HUB, the tactical plays an equally pivotal role. Implementing the Kudo Box technique from Management 3.0 is a case in point. It isn't just a recognition tool—a cultural emblem celebrating big or small achievements. From the junior developer who cracked a complex code to the most experienced architect who steered a challenge to success, the Kudo Box ensures that accomplishments don't go unnoticed and give people space to say ‘thank you’.

Furthermore, our regular newsletter has become more than an update—it's a chronicle of our journey. Every edition spotlights achievements, learnings, and even the occasional hiccup, ensuring that every team member, irrespective of their role, becomes a part of the Hub's narrative.

Lastly, the emphasis on 'outsides'—team activities led to the bank's confines—has been a game-changer. In these informal settings, away from the humdrum of boardrooms, barriers are broken, bonds are forged, and the true essence of 'One Team' comes to the fore.

In conclusion, we did not enforce the sense of belonging —we nurtured it. It was a delicate blend of strategy, sentiment, milestones, and memories. And as we continue our journey, this philosophy of 'One Team' will remain our guiding star.

Elevating the Employee Experience

In our quest to elevate the employee experience, we pioneered a groundbreaking approach that redefined traditional career progressions. This vision was encapsulated in a model we called the "Galactic Career Path".

In a universe filled with dynamic opportunities and diverse roles, we envisioned each role as a distinct 'planet.' Orbiting these planets were 'satellites' - representing specific disciplines or skills closely associated with the planet's core. As interstellar explorers of this career galaxy, our team members could either 'colonize' a planet or 'conquer' its satellites.

The journey of colonization begins as a junior explorer and gradually advances to a senior level. This progression requires not only the mastery of fundamental skills but also a comprehensive understanding of the role. Climbing through these levels is an achievement tied to the employee's performance, aptitude, and dedication to their planetary role.

To conquer a satellite is to specialize. It is the process of delving deep into a particular discipline related to the core role. Let's take the Agile Planet as an example. While the planet represents Agile's overarching philosophy and approach, its satellites might include specific methodologies like Kanban and Scrum or domains like Product Management. Conquering a satellite signifies acquiring specialized knowledge and skills, making an employee more versatile and invaluable.

Take, for instance, Sofia, a dedicated member of the Engineering Planet. Over the years, she honed her technical skills, mastering each satellite associated with her primary planet, from Algorithm Design to Machine Learning. However, her thirst for knowledge didn't stop there. Intrigued by the intricacies of product development, she set her sights on colonizing the Product Planet. She conquered satellites such as User Personas and MVP Development along the way, broadening her horizons and enriching her skillset.

Similarly, Miguel, initially a data enthusiast from the Data Planet, saw the synergy between data and product management. Recognizing the value of cross-functional expertise, he embarked on a journey to conquer satellites in the Product Galaxy. His diversified skills not only bolstered the matrix of competencies within our company but also played a pivotal role in the seamless execution of many "teams on the fly".

The design of the model naturally imbued a sense of exploration. Employees were not confined to a single trajectory but could navigate the cosmos of their careers, exploring diverse planets and satellites. This approach recognized the multifaceted nature of talent, allowing individuals to discover and pursue areas of passion and interest beyond their initial roles.

The process of colonization and conquest is far from arbitrary. We've instituted rigorous technical and psychological assessments facilitated by our Human Resources team to ensure that advancements are meritocratic and aligned with personal growth. More than just a symbolic achievement, each colonization and conquest corresponds to tangible benefits for our employees. Specifically, every significant milestone in this galactic journey translates to an increment in compensation, a testament to their expanded capabilities.

This Galactic Career Path wasn't just a mechanism for structured growth. It was our answer to the age-old career ladder, offering our employees a more holistic, dynamic, and engaging journey. It nurtured a sense of purpose, ensuring that every team member saw themselves not just as employees but as vital astronauts charting their unique paths in the vast expanse of our organizational universe.

Moreover, the galactic model created a robust retention mechanism. Employees found growth, challenges, and opportunities before looking outside the organization. They relished diversifying their skills and collaborating with different teams, strengthening their bond with the company. The allure of new horizons and the tangible benefits of skill development and salary increments enhanced the overall employee experience, making them choose internal rotation over external opportunities.

The "Galactic Career Path" transformed our organizational culture. The enthusiasm was palpable, with employees regularly discussing their next conquest or colonization. Teams became more cohesive, with members collaborating to help each other achieve their galactic goals. The model became a beacon, attracting talent intrigued by our novel approach to career development.

Tackling Psychological Safety

Navigating the profound seas of the Advice HUB wasn't merely about skills and strategy; it demanded an environment where members felt intrinsically safe—both in their self-expression and willingness to take measured risks. The intertwined tenets of accountability, motivation, respect, and permission were instrumental in building this sanctuary of safety.

To cross through this critical journey, we did an interplay between psychological safety and motivation. By dissecting this relationship, we unearthed four distinct zones, each delineating a unique emotional and productive state. These zones became instrumental in understanding our team dynamics and sculpting our approach to holistic growth.

*Image: Our Psychological Safety Framework*

Comfort Zone (High Psychological Safety, Low Motivation):
Here, individuals felt safe but perhaps too safe. While the psychological safety was commendable, it sometimes bordered on complacency. The absence of challenges or stimulants meant minimal growth or innovation. Teams in this zone were content, but the danger was stagnation. The environment was harmonious, but there needed to be more ambition or drive to venture beyond the known.
Learning Zone (High Psychological Safety, High Motivation):
This was the optimal zone. Teams felt safe enough to express, experiment, and even do experiments, yet constant motivation existed to evolve. Mistakes were not feared but were viewed as learning opportunities. This zone's harmony of safety and motivation cultivated an atmosphere ripe for innovation and continuous improvement. Here, teams like Invest and PMF thrived, confidently charting unexplored terrains.
Apathy Zone (Low Psychological Safety, Low Motivation):
A double whammy of low safety and motivation characterized this zone. Team members often felt disconnected, undervalued, and needed more incentive to contribute meaningfully. This zone was a red flag, indicating disengagement and potential attrition. It was imperative to infuse a sense of safety and purpose to rejuvenate the teams languishing here.
Anxiety Zone (Low Psychological Safety, High Motivation):
Here, the drive and ambition were palpable but tainted with fear. The high motivation often stemmed from external pressures rather than intrinsic drive, and the lack of psychological safety meant that mistakes were dreaded. Navigating this zone required delicate handling. While the motivation levels were commendable, the environment was stressful, often leading to burnout. Introducing trust, open communication, and feedback elements was crucial to transition teams towards the Learning Zone.

Recognizing and understanding these zones was just the first step. Our mission at the Advice HUB was to identify and guide, ensuring that every team, irrespective of their current zone, was steered towards the optimal Learning Zone. Through tailored interventions, open dialogues, and continuous feedback, we aspired to create a HUB where motivation was driven by passion and innovation flourished in an atmosphere of trust and safety.

The "Learning Zone" became the beacon of our Hub's foundation. Teams like Invest and PMF collaborated with the freedom that erased the looming shadows of punitive repercussions for genuine mistakes. Instead, missteps were perceived as invaluable feedback mechanisms. The transformation of the Networth team was a prime example. Faced with the uncertainties of a novel product line, the assurance that errors would be processed as growth opportunities empowered them to pioneer confidently, unveiling a revolutionary offering.

On the other hand, resurrecting teams from the "Apathy Zone" required amplifying accountability. As we delved into the myriad factors that motivate individuals, from curiosity to security, from competence to freedom, we realized that addressing the Apathy Zone wasn’t just about providing tasks and goals. It was about understanding and tapping into the diverse set of human drives that each member possessed.

Using the unFIX's framework of 24 human drives, we identified specific motivators for our teams and mapped them to roles, tasks, and larger experience goals. This intricate mesh of human desires and needs became our compass, guiding our interventions. For instance, teams anchored by members driven by "Creativity" and "Curiosity" were paired with backlogs requiring innovative solutions. At the same time, those dominated by "Certainty" and "Security" were given things with clear structures and guidelines. Teams marked by a strong inclination towards "Recognition" and "Influence" were provided platforms to showcase their expertise and lead initiatives, empowering them to shape the narrative of experiences. Members who identified closely with "Belonging" and "Friendship" became the linchpins for fostering camaraderie and team spirit, organizing team-building activities and knowledge-sharing sessions.

Furthermore, individuals driven by "Justice" and "Loyalty" became invaluable in conflict resolution, ensuring fairness and transparency prevailed in all decisions. For those motivated by "Intimacy" and "Family," we focused on fostering a supportive work environment where they felt a deep sense of connection and trust with their peers.

In conclusion, psychological safety isn't a static goal but an evolving journey. Through structured models, constant feedback, and a culture of trust and accountability, the Advice Hub is not just a place of work but a space where members thrive, innovate, and grow, secure in the knowledge that they are valued and protected.

Conclusion

In an era where companies grapple with evolving operational dynamics, BBVA's Advice Hub stands as a testament to the power of adaptability and human-centric innovation. In that regard, comparing the SAFe and unFIX models is akin to comparing classical music to jazz. While SAFe is structured, prescriptive, and leans heavily on established protocols, unFIX is improvisational, adaptable, and resonates with the nuances of the organization it serves. For the Advice Hub, the jazz-like rhythms of unFIX, emphasizing visual clarity, human-centricity, and adaptive structures, proved to be the more harmonious fit.

Yet, much like a painting that reveals its hues over time, the landscape at the Advice Hub was not all rose-tinted. The journey to improve user experience is a marathon, not a sprint. While we celebrated nuanced enhancements in user engagement, the evidence remains in gestation. Although budding, tangible transformations in user experiences will reveal their full impact in the chapters yet to unfold. However, what resonates unequivocally is the seismic shift in the understanding of the very custodians of this transformation—the human talent at the Advice Hub. Harmonizing individual aspirations with collective goals, empowering teams to chart their unique trajectories, and fostering a culture that celebrates both the individual and the collective are the actual symphonies of this journey.

The narrative of the Advice Hub is as much about technological and operational innovation as it is about the human spirit's resilience and creativity. It speaks of an environment where challenges are embraced as opportunities, mistakes are stepping stones to mastery, and where every voice, however soft or loud, finds its melody. As this chronicle finds its closure, it is imperative to tip our hats to every individual at Advice Hub, for it is their unwavering commitment, relentless pursuit of excellence, and unparalleled camaraderie that crafted this testimony—a heartfelt thank you to the fraternity at Advice and BBVA. Your faith and belief in this vision and in me have been the wind beneath these wings. As the ink dries on this chapter, the legacy of the Advice Hub, with its blend of innovation, human spirit, and collaborative ethos, is set to inspire countless others in the annals of organizational evolution. An encore awaits.

Comparing SAFe with unFIX

Aspect	SAFe	BBVA Case with unFIX Model
Organizational Structure	Structured, Product siloed teams	Integrated, collaborative Customer Experience model
Deployment Processes	Synchronous deployment mechanisms	Asynchronous deployment mechanisms
Team Formation	Static team assignments	Dynamic 'teams on the fly'
Career Development	Traditional career progression	'Galactic Career Path' offering diverse exploration and human experience
Psychological Safety	Not explicitly addressed	Emphasized and strategically addressed
User Experience Focus	Feature-focused development	Holistic user journey focus
Decision Making	Centralized decision-making	Decentralized, flexible decision-making with multiple options available
Collaboration Across Teams	Limited due to Product silos	Enhanced by breaking down Product silos with multiple options available
Inclusion of External Partners	Clear divide between internal and external teams	Partners treated as integral part of the team

Special thanks to Roberto Maestre, Roberto Rodríguez, and all the people from BBVA who made it possible to reach this achievement.

How we unFIX our SAFe ecosystem to deliver a better user experience in our Artificial Intelligence Division in the Banking Sector