Tsvi Gal is an accomplished technology business leader, the winner of the Einstein Award for technology excellence. Tsvi had served as CTO and CIO at a number of large enterprises: Morgan Stanley, Bridgewater Associates, Deutsche Bank Investment Banking, Time Warner Music Group and other companies. Tsvi has extensive experience in technology and operations, mostly in financial services, media and telecom.
In his recent career, Tsvi led the divisional Agile & DevOps transformation and the changes to the ways of work in technology, workforce strategy and front-to-back initiative.
Some questions presented & answered:
- When someone wants to transform, it implies that there is a need to transform (change). What were some of the most pressing needs, in your experience, to go through changes? Something did not work? Was not efficient? Other?
- How many people were involved in the transformation? How long did it take? Who was spear-heading this effort: internal coaches, external coaches, mix of both, PMO, etc?
- How did you address HR related issues that frequently arise when agile teams are being stood up: individual performance appraisals, bonuses, promotions, career path?
- Who provided guidance to technical excellence during the transformation? Technical coaches (internal, external)? Were teams using TDD, CI/CD?
- Did you use any known agile frameworks ro scaling approaches? Or was it all internally defined?
- DevOps vs. DevSecOps? Any difference? Is it dev practice or org. silo?
- HR is years behind, when it comes to agility. Why? Do not blindly copy & paste (e.g. Spotify model)