Has been in the banking business since 1998.
He went through a career path from an engineer on Internet technologies to co-owner and executive director of Bank24.ru.
He is the responsible representative of the Bank's management for the quality management system in accordance with the ISO 9001: 2000 standard (clause 5.5.2).
Graduated cum laude from Santenery College, Louisiana in 1998. (Bachelor of Arts, Centenary College of Louisiana, 1998 cum laude). BA.
In 2000 he graduated from the Moscow State Social University with honors.
In 2001, the Dissertation Council unanimously awarded the degree of candidate of pedagogical sciences.
In 2003, he was certified by the International Project Management Association (IPMA) and the National Association (SOVNET) for compliance with the requirements of a project management specialist level "B" - Certified Project Manager (CPM). In 2004 he successfully passed the exam at the courses of the leading auditor of quality management systems ISO 9001: 2000 (IRCA).
From 1998 to 2002, he worked at the Severnaya Kazna Bank. Held positions: Internet Technology Engineer, Head of Support Department information systems and the head of the department of innovative technologies.
Since October 2002 he has been working at Bank24.ru. Coordinated projects of the Bank, such as the change of information banking system, the launch of new information systems (Swift, Reuters, Internet banking, mobile banking), joining Visa members, creating our own card processing, introducing a contact center, creating a quality management system in accordance with ISO 9001: 2000, reconstruction of the head office, reconstruction and launch of round-the-clock additional offices, integration of the project management system into the bank's activities, deployment of the program lending to the population.
During his work, he has formed several successful teams in various fields of activity, traditionally initiates and brings complex projects to fruition.
Associate Professor, USTU-UPI, Department of Systems Analysis and Decision Making; Associate Professor IPK USTU-UPI, Department of Strategic Management.
Publications with mention on fedpress.ru
Frank Research Group monitored and found out that among banking organizations Bank24.ru and Sberbank became the most popular in social networks. The study was based on ...
Vladimir Frolov, the former owner of the large Ural bank Severnaya Kazna (sold at the end of 2008 to Alfa-Bank), and until recently the chairman of the board ...
The forum, which took place at the Yekaterinburg-EXPO international center as part of the Security and Communications exhibition, attracted the attention of one and a half hundred leading ...
New platform, for the sake of which at the end of 2012 the development teams of Bank24.ru and Inbank merged, was launched in record time - January 31, reported ...
MOSCOW, May 16, RIA FederalPress. First Deputy Chairman of the Board of Bank24.ru Boris Dyakonov commented on the situation with the searches that took place in a number of ...
EKATERINBURG, December 2, IA UralPolit.Ru. Unknown persons are trying to "drop" Bank24.ru by SMS-mailing. The messages say that the bank's license will soon be revoked and what is needed ...
EKATENIBURG, December 25, IA UralPolit.Ru. Probusinessbank (part of the Life group), which directly controlled Bank24.ru, transferred 98.758% of shares to its Cypriot subsidiary - ...
EKATERINBURG, February 17, IA UralPolit.Ru. Boris Dyakonov, former first deputy chairman of Bank24.ru, was appointed chairman of the board of the credit structure. ...
MOSCOW, August 28, RIA FederalPress. "Bank24.ru" received an order from the Central Bank to limit the withdrawal of cash from accounts legal entities... This was announced by the chairman ...
S.V. Plotnikov.
7. Floro-Lavra Church of the village of Skoblino
Chelyabinsk district of the Orenburg province.
Father Pavel.
The church in the village of Skoblino was built in 1911 at the expense of the parishioners. It was built by the Skoblinsky peasants, their agreement with the rural community on the construction of the church is kept in the state archive of the Kurgan region. The church was made of wood. Dedicated to the martyrs Florus and Laurus. It stood on the right bank of the Talovka river, between the edges of the village Perezhegin and Logovushka. Since that time, a local cemetery was founded to the east of the village.
The first priest was Alexander Yemelyanov, but, as the old-timers say, he was unsuitable for the service.
On August 1, 1913, priest Pavel Dyakonov held his first service. His assistant was the psalmist D. Bobrov.
About the family of Fr. Pavel was told to me by K.V. Polynskikh: “Father Pavel's mother is Anna Mikhailovna. Where they come from, I don't know. They lived in the village of Skoblino. The mother of Fr. Paul. The eldest son Alexander lived in Tyumen. Daughter Liza [Elizaveta Pavlovna, married to Potapova] worked as a primary school teacher in Kurtamysh. And as a child, after all-night vigil or after mass, Anna Aleksandrovna brought Liza and me home. I played and slept with them. We went to bed after the evening prayer, no one had to speak. The youngest daughter of Fr. Paul's name was Taya. Taya was all like her father, like him. Father Pavel was dark, with white hair and a beard. I read sermons with tears in my eyes. The church was closed, but he remained faithful to God. In 1934 Ivanko was born here. Father Pavel secretly came to us by the river bank and baptized him in a large tub, baptized him in the underground so that no one would see. "
Grateful parishioners built for Fr. Paul's good wooden house... It stood out in architecture from the neighboring houses. A school teacher now lives in it. During the Soviet era, Father Pavel bought a five-wall building in Gorelka, he stood on the extreme street, opposite the modern bridge over the Talovka river. His life ended tragically - he was arrested and taken away somewhere, possibly to Chelyabinsk. He did not return home. Impossible
understand why about. Pavel was arrested, but the corresponding file has not been preserved in the archives. After the arrest, the priest's family was dispossessed. Old residents of the village told me that Syomka Kochkin was dispossessing of kulaks (that is how they called Semyon Alexandrovich Babushkin, a communist, an active participant in the dispossession of kulaks in the village): "I threw out pillows from the sash - only the fluff flew."
Priest Pavel Dyakonov is the parent of Taisia Pavlovna Dyakonova, an honored school teacher of the RSFSR, a former pioneer leader of the Yurgamysh secondary school. The church was closed under Soviet rule. They say that in 1931 the chairman of the village council Vladimir Efimovich Fateev (originally from Padun) threw the church bells off her. After the closure, the state grain was stored in it, then the machine and tractor workshop of the Iskra collective farm was equipped, and later a house was built from it in the Perezhegini region.
In 1996, Marfa Nikolaevna Perezhogina, an old resident of the village, told me about the events of the thirties in the village of Skoblin: “They arrested Fr. Pavel and Dvoedan priest Pyotr Fedorovich Repin. They put them in a droshky and took them away to no one knows where. After the war, Grigory Romanovich Perezhogin and I sowed wheat on arable land almost at Tarasovka. We sat down to dinner, and he said: "Sit closer, I'll tell you something." I got scared and said: "Tell me, I will hear." Arable land near Paderin Kolok. There was a well in the groove. “They opened it, - said Grigory, - a man hangs upside down, all black, you don't recognize him. It was only by the long hair that it was determined that it was pop. "
Tatyana Ilyinichna Paderina, a former teacher of a local school and an old-timer of the village, told me that when Fr. Pavel from the house, then Anna Mikhailovna and all the children went out after him, we lived on the opposite bank of the river and heard how they all roared. Where the head of Fr. Pavel - whether in the dungeons of the NKVD in Chelyabinsk, or in a dark forest far from the village - remains a mystery.
Claudia Vasilievna is 86 years old. She is perhaps the only one who remembers her spiritual mentor of early childhood, on the day of Peter and Paul - July 12 - she prays for the repose of Fr. Paul - the innocently murdered, suffered for the faith of Christ, mother Anna Mikhailovna, their children: Elizabeth, Taisia and Alexander.
She is concerned that his remains were not transferred to the parish cemetery, that they were not buried according to the Christian rite.
I found material about Pavel Dyakonov in the book "Condemned to 58" (Kurgan, 2006). He was sentenced to 10 years. There were no letters from him. And the case of Pyotr Fedorovich Repin has not yet been found ...
Extract from this book:
Dyakonov Pavel Trofimovich, b. 1886, Orenburg region, Russian, non-partisan. Priest of the Skoblin Church of the Yurgamysh District. Arrested on September 18, 1937 on charges of anti-Soviet agitation. The troika of the NKVD was sentenced under Art. 58-10 to 10 years in prison. Rehabilitated by the Kurgan regional prosecutor's office on 09/29/1989.
One thing is clear - after being taken into custody, he never returned home. In the village of Skoblino they said that he died in the Chelyabinsk prison ...
Usually top bloggers never publish such posts: why would someone advertise for free, and even then receive reproaches in the comments? But I will break with tradition and tell you an amazing story. To those who trust me, I will say that I do it absolutely selflessly.
In February of this year, an amazing event took place: Boris Dyakonov became the laureate of the Banker of the Year award on the Banki.ru portal. former chairman of the board of Bank24.ru, from which the Central Bank took away the license last year.
Boris Dyakonov: When the order of the Central Bank came to revoke the license, I was sitting in my office, fucking and crying. I was so ashamed in front of everyone. Who are you? You are the one who fucked it all up. Life flashed before my eyes. It was not just a job and not just a bank.
After the license was revoked, grateful customers left flowers at the offices. Dyakonov did not withdraw money from the bank and did not deceive depositors.
Boris Dyakonov: The bank is from Yekaterinburg, and we had many clients here, every fourth company was served by us. When the license was revoked, there was a citywide panic. The city seems to be big, but everyone knows each other. I was scared to walk the streets, I abandoned the gym. Well, how am I disgraced will I go in for sports? However, the most amazing thing is that my acquaintances, whose money was hanging in the bank, suddenly began to support me. Someone offered to drink together, someone - to help with money, someone said: "We understand everything, do not worry."
What is the miracle? We relied on openness and started communicating with clients, managed to write a very sincere press release and send it out. But as soon as the people of the Central Bank, the temporary administration, came, they forced us to remove him from the site.
Here is the full text of that press release:
“Today the Bank of Russia has revoked our license.
This happened due to the bank's failure to comply with legislation in the field of combating proceeds from crime and financing terrorism, that is, for "cash out" and "transit". This is the punishment for the sins of the past. We admit our mistakes and guilt. We are very sorry that we could not prove to the regulator the depth and speed of their correction. We have tried very hard and have fixed a lot since the beginning of this year, and especially in recent months. Nevertheless, the regulator decided to revoke the license. Our experience is a lesson for other banks that are not serious enough about compliance with regulatory rules and turn a blind eye to questionable transactions and inappropriate customers.
This morning our assets exceed our liabilities by almost a billion, and they are liquid - so none of the clients will be hurt, there will be enough money for everyone. Please note that there is no word in the press release about “risky credit policy"," Inappropriate assets "or" insufficient capital ". We are confident that the procedure will follow the path of elimination and will be fast - about two months. All clients - both legal and individuals, including those who had deposits in excess of the DIA guarantees, will receive the money in full. Today we can no longer provide banking services.
We lost you, and you lost your bank. Please forgive us.
For more than ten years we have invested our strength and soul in the best service for entrepreneurs - round-the-clock, technological and humane. We have achieved a lot, but today it’s over.
We are very sorry that you were hurt. Your money is frozen for some time, but it will certainly return to you during the liquidation procedure. The liquidator will inform about the timing in more detail. We have created a Facebook page ( https://www.facebook.com/groups/656333251131024/), where we will tell you what is happening and how to get money faster.
Forgive us. "
Boris Dyakonov: In total, the bank employed about 900 people. With the arrival of the temporary administration, employees began to delay their salaries. It was very painful - people had families, loans. I talked to almost everyone personally or via Skype, tried to explain the situation. You won't be full of words, so the top management chipped in, and we made a mutual assistance cashier. Employees in a difficult situation could take money from there without documents and unnecessary questions. We went into pack mode - each leader was responsible for his people.
After the license is revoked, the owners and top management of the bank usually leave the bankrupt credit organization, from where billions were withdrawn. During the work of the interim administration, as a rule, the abuse of the former top executives, the concealment of important documents, and huge "holes" in the balance sheets are revealed. The bank's defrauded creditors write letters to the prosecutor's office and the Central Bank, demanding the return of the stolen money. All this was not in Bank24.ru. On the contrary, at the time of revocation of the license from credit institution the amount of assets exceeded liabilities to creditors by 1 billion rubles.
Dyakonov retained his team of 350 people for the first time in the history of the modern banking system. As senior vice president of Otkritie KMB, Boris Dyakonov continued to develop banking services. In early 2015, the former Bank24.ru team, headed by Dyakonov, launched a settlement service for small businesses under the Tochka brand.
Boris Dyakonov: Have I stopped reflecting? No, I still experience the collapse of Bank24.ru every day. They say that they seem to have managed to save face. But the goal was not that, the goal was - not to be ashamed of the guy you see in the mirror in the morning. To achieve it, I have to create an amazing service for entrepreneurs at Tochka. Let them at least somewhere be on the high.
An amazing story in my opinion.
Are you interested in this? Want more?
When the order of the Central Bank came to revoke the license, I was sitting in my office, fucking and crying. I was so ashamed in front of everyone. Who are you? You are the one who fucked it all up. Life flashed before my eyes. It was not just a job and not just a bank.
I have worked at Bank24.ru for 12 years. When he was very little he came and had a hand, probably, to everything, until last year he became the forerunner. I hired employees, came up with services, renovated the office - I was heavily involved in everything. In a nightmare, I could not have dreamed that it would come to such a situation.
The patient died completely healthy. The bank had a good financial condition... All the money was in place, there were no shortages anywhere. Usually, when the license is taken away, the media write that the bankers stole something, or about the deposits that are not accounted for in the balance sheet. We didn't pick anything. This is not a story where bankers, taken by surprise, throw the server from the 4th floor and burn the papers. Everything was fine, but the Central Bank decided that some of our clients had dubious transactions. Well, this is the right of the regulator.
The bank is from Yekaterinburg, and we had many clients here, every fourth company was served by us. When the license was revoked, there was a citywide panic. The city seems to be big, but everyone knows each other. I was scared to walk the streets, I abandoned the gym. Well, how am I disgraced will I go in for sports? However, the most amazing thing is that my acquaintances, whose money was hanging in the bank, suddenly began to support me. Someone offered to drink together, someone - to help with money, someone said: "We understand everything, do not worry."
What is the miracle? We relied on openness and started communicating with clients, managed to write a very sincere press release and send it out. But as soon as the people of the Central Bank, the temporary administration, came, they forced us to remove him from the site. We used to communicate with clients, but the Internet was turned off, our computers were taken away, and we were told not to answer our phones. The Central Bank's approach is to close the offices, hang a piece of paper on the door with instructions for depositors. This works in retail banking where there are many offices and physics clients. And we had 40,000 business clients and one office in each city with a population of one million.
Then we created a Facebook group for customer support, started with personal phones correspond with people. We got in touch with the employees and made an SMS-mailing for those who do not use social networks. At the same time, one of the employees, who actively supported clients in social networks, was watched by the entrance, put in a car, and threatened. We wrote a statement to the police, but they let everything go on the brakes. Who attacked and why, we did not understand.
And at that moment something strange began to happen - people began to come to the office, bring flowers and gifts. Not only in Yekaterinburg, but also in Moscow, St. Petersburg, everywhere. My facebook and twitter were torn apart. Moreover, there were an order of magnitude more messages with support than "return the money, bastards." People have filed a petition with the Central Bank asking them to return the license to us, which has collected more than 8,000 signatures.
I have prioritized this way. The first is to return the money to customers. The second is to save the team. The third is to warn people as early as possible if it is not possible to keep the team. Key problem was at the same time the simplest. In order to fulfill all obligations to clients, we had the money from the very beginning. But the procedure for liquidating banks is such that the regulator must comply with a number of formalities. The temporary administration has been working for two months, then - arbitration court... It is loaded, hearings are constantly rescheduled. But now it is already clear that by the end of spring all clients will receive their money back. And this is not such a frequent case in the Russian banking system.
It was harder with people. In total, the bank employed about 900 people. With the arrival of the temporary administration, employees began to delay their salaries. It was very painful - people had families, loans. I talked to almost everyone personally or via Skype, tried to explain the situation. You won't be full of words, so the top management chipped in, and we made a mutual assistance cashier. Employees in a difficult situation could take money from there without documents and unnecessary questions. We went into pack mode - each leader was responsible for his people.
In parallel, the second storyline began to unfold - a lot of people began to come and see what you can buy from us. All top and not top Russian banking. Someone wanted to buy an internet bank. But the phenomenon of Bank24.ru was not in the software, but in the ecosystem. It was important for me to keep the team. Someone took a decision for a very long time, somewhere personal chemistry did not arise.
For example, we were negotiating with a very famous Russian banker. There could be synergy with him. But he came and just fucked everyone up. The team says: "We are ready to work with this person only if you ask and to keep the bank." And for me it is important to keep the bank in order to leave the team. Some kind of nonsense .. A guy from Yekaterinburg, who managed to work as chairman of the board for 5 months and lost his license, was recognized as the best in the professional environment. Wow.
Have I stopped reflecting? No, I still experience the collapse of Bank24.ru every day. They say that they seem to have managed to save face. But this was not the goal, the goal was not to be ashamed of the guy you see in the mirror in the morning. To achieve it, I have to create an amazing service for entrepreneurs at Tochka. Let them at least somewhere be on the high.
Cover photo: Anton Belitsky / TASS
Vyacheslav Semenikhin: Hello Boris. I'm glad to see you.
Boris Dyakonov: Hello, mutual.
Vyacheslav Semenikhin: Well, then to the point. On financial market there are many cases of mergers and acquisitions, and, as it seems to me, the case of Otkrytie and the Tochka bank for entrepreneurs [part of Otkritie FG - approx. Ed.] - is very indicative: no problems are visible from the outside, the growth rates have not fallen, on the contrary, the problem of "cultural integration" is not observed from outside. You are young, and you can see it. I wanted to talk about this experience of yours and start with the client. You are actively engaging small businesses, and I see that you have good results. What happens to your SME client at this difficult time?
Boris Dyakonov: If we talk about the SME segment, I would start with my favorite phrase of financial analysts: “We are observing a multidirectional trend”. On the one hand, the number of closing businesses is growing, and you do not need to be an analyst for this, you just need to sometimes go out into the street and look at the signs “Rent” and “Closed”. This means that the owner of the premises (and he is also an entrepreneur) is now sitting without money, from his personal savings he pays for a communal apartment and security. Realtors also have no money. This business is not doing very well either, especially with its employees. And if all these guys took loans, then they are even worse.
Vyacheslav Semenikhin: So banks are not very good now.
Boris Dyakonov: Of course. On the other hand, the business at one time grew by leaps and bounds: you had to try very hard not to succeed. It is difficult to ride down an escalator that moves up. All markets were growing, people were spending a lot. Consumers, when they had money, happily spent it, thereby supporting someone's business. This is very good, it revitalized the market, I think. This was the growth phase. Now it’s a different phase, now we need to think more: where the “pearl” used to be, now it will not be so, but there are opportunities. The escalator is at least standing, or even going down.
Vyacheslav Semenikhin: How do you assess the opportunities for attracting small businesses in your segment? For example, you don't issue loans, do you? How about cross-selling? Basically, you know your clients well, your market is yours, you offer high-quality, simple, fast and convenient service, and, it seems to me, there is good potential.
Boris Dyakonov: We used to be the only supplier of quality service, now our colleagues in the market have also turned their attention to this sector. We are glad that competitors have appeared, but there is potential, the long-term trend is clear, banks are a commodity, and even good bank- still nobody.
Vyacheslav Semenikhin: Yes, now the expression “The client does not need a bank, the client needs a service” is very popular.
Boris Dyakonov: It has been popular in Tochka and earlier in Bank24.ru for six years. This is also superimposed on the peculiarity of the Russian economic situation: there is a trend according to which small banks either close or "move" into large ones. This is especially important for businesses where your money is only your risk. And in this part, the fact that we are working with "Otkrytie" only plays into our hands. It's like a tailwind.
Vyacheslav Semenikhin: We will return to Otkritie later, but for now, continuing the conversation about clients, I would like to clarify: now there is much more data available. As recently quoted by German Oskarovich, who, in turn, also quoted someone: "Data is the new oil." And, as I understand it, you are learning or have already learned how to use the new data about SME clients ...
Boris Dyakonov: Yes, we are learning, and I agree that data is oil. On the one hand, Mr. Gref is right, on the other hand, give me a barrel of oil now ...
Vyacheslav Semenikhin: Yes, I wouldn’t know, do it with oil, where to sell it, it doesn’t even burn.
Boris Dyakonov: Heavy, foul smelling substance. Here and the data are about the same. Heavy, large, and also do not "burn" by themselves.
Vyacheslav Semenikhin: Following this analogy: I wanted to clarify, “oil refining” works for you to make a kind of gasoline or plastic from raw materials? Do you already have data processing plants?
Boris Dyakonov: We're studying. It seems to me that time should pass, that culture should appear.
Vyacheslav Semenikhin: If culture, then this is about people. How are you with the specialists? In my experience, this is a big problem in many organizations. There are no people, employees do not own technologies, it takes time to deploy technologies, because they are deployed by old specialists who do not understand what it is, although it seems that many have higher mathematical education. Do you have such a problem?
Boris Dyakonov: Tochka has historically high competencies in terms of “inventing and creating a cool customer story,” Otkrytie had good fundamental groundwork in terms of the platform where data should be added to our arrival.
Vyacheslav Semenikhin: That is, you have your IT infrastructure prepared?
Boris Dyakonov: Yes. This is the case when we collect data together and learn to work with it from different angles. We have not yet had breakthrough successes in this direction, but I am still inspired by the emergence of a culture of understanding, a culture of distributing competencies and sharing them. We already have a new generation of internet banks, they will be completely different for different clients. That is, the "machine" is one, and different people will see different things, from the common buttons there will be only "My details".
Vyacheslav Semenikhin: Okay, we'll get back to culture, but for now, talking about user behavior, we see that mobile traffic overtook the web last year and continues to grow. From the point of view of working with a small entrepreneur as a mobile user, where are you going?
Boris Dyakonov: We set a goal for ourselves that in three years 51% of our clients would make transactions via a mobile channel. We thought that if we get there in three years, we will be mobile first in the CIS in banking. We have developed mobile app, but, frankly, they did it in the paradigm of web solutions, so that later they could understand what would go from there and where, and did not look at mobile as a growth point. And since we have come up with some KPIs, now we have 48% of our audience perform transactions on mobile phones, including payments.
Vyacheslav Semenikhin: Is that 48% of the monthly audience?
Boris Dyakonov: Yes. Thus, we already have a five-year plan in a year.
Vyacheslav Semenikhin: Well done again?
Boris Dyakonov: No, customers just go there. To be honest, we didn’t have time to make a tablet version, and then I suddenly noticed that there were fewer businessmen with tablets, that is, they have tablets, but they stopped using them.
Vyacheslav Semenikhin: Their share is a few percent and is not growing so fast ...
Boris Dyakonov: I don't look at interest rates, I look at airports, train stations, people on the Aeroexpress. I see that people began to take them with them less and less, my acquaintances have stopped carrying a tablet with them altogether, and I remember that somehow I had a panic when I left the house and forgot my iPad. Therefore, it seems that we will not do a special version for the tablet, but have already made a responsive web. But in the mobile context, it seems to me that there will also be changes soon, because fatigue from mobile addiction is accumulating, at least for me.
Vyacheslav Semenikhin: Yes, it is annoying, we stroke the phone a thousand times a day, but we want to stroke something else.
Boris Dyakonov: Until they build a sufficient number of rehabilitation centers to get rid of telephone addiction.
Vyacheslav Semenikhin: Yes, I must, I'm also addicted. We will be treated. But from a technology perspective, mobile development obviously has high demands for speed and flexibility. It's hard for me to imagine a mobile developer who writes a technical specification for three months, then evaluates it for two months, then issues a prototype six months later ... And recently I heard a reproach from my colleagues - if there is no folder with printed papers, then it seems like there is no product. Both funny and sad. From a development point of view, how is your work structured? I mean the methodology and speed of development, the speed of issuing samples.
Boris Dyakonov: I have always been restless: let's do this, let's do this, and now let's not finish everything normally, let's start, then we'll figure it out, we'll write instructions later. The team severely criticized me for this, and then they called the agile coaches (this was in early 2013, when it was not yet the banking mainstream), they began to study, study. I remember the first reaction of the team: we thought it was gullibility, and this, it turns out, is called the buzzword agile. In my opinion, there are nuances in the development, we must not forget that the kernel should be developed, there are no magic approaches.
Vyacheslav Semenikhin: Roughly speaking, there are layers that need to be treated differently. But the user does not see this and does not need it, along with unnecessary pieces of paper.
Boris Dyakonov: Yes. But what seems to me to be fundamentally important: the question is not what it is called, the word "framework" or something else. The question is, if an organization doesn't adjust to the client and the market every second, then it is wasting money. And everything that slows down its development, whether it be unnecessary cycles of coordination, unnecessary writing if it manifests itself in the form of TK, and everything like that, leads to the fact that the client gets something working later than he could. But if all this "mess" does not happen, then at least write the TK, at least do not write, nothing good will happen. And we don't just think about it. Imagine mobile developers are agile, but bosses are still on top. office notes write to each other. It seems to me that the secret is to learn, relatively speaking, not to write "pro-client" service notes to each other. That is, in an ideal situation, “product” and developers sit together and work on one thing in the same ecosystem. But this is, of course, the ideal case.
Vyacheslav Semenikhin: Did I hear correctly that agile, from your point of view, is not the art of agile development, but a culture of teamwork that allows you to quickly respond to customer needs? It doesn't matter how many developers are in the team, that is, this is not only an IT topic.
Boris Dyakonov: Yes, in some ways this is a strongly "developmental" theme, but it is also used where you need to quickly learn something, conduct experiments; and this is a "general management" topic, the topic of creating a product and service in a very broad sense of the word.
Vyacheslav Semenikhin: In this regard, it is interesting how you feel, how "Tochka" feels inside a rather large organism of "Discovery", because a large bank is forced to be organized, the necessary procedures, regulations, controls, "Chinese walls". How, in this sense, is the merging of the rather fast and flexible organism of the “Point” with the “Discovery”?
Boris Dyakonov: Delightful.
Vyacheslav Semenikhin: And if you take the practical aspects? This is not an easy process, these are different cultures. I suppose that Otkritie needs a culture of more flexible response, on the other hand, you, as an enterprise that needs Otkrytie's resources, also need to grow into their corporate principles. How does this symbiosis happen with you?
Boris Dyakonov: This is a living process, and it is clearly evolving, because what the “twenty-four” could afford, the “Point” could not afford at the beginning of the path. And today's "Tochka" can already. It seems to me that Otkritie has enough recognition and understanding of our differences with them. After all, there is such an old joke that cultures that are outwardly similar to each other are the hardest for them to get along with.
Vyacheslav Semenikhin: This is also how the eponymous poles of a magnet are repelled.
Boris Dyakonov: Not really. For example, an American and a Japanese openly admit that they are different. There is a man with a hamburger and legs on the table, and somewhere inside himself he realizes that he is not the one who drinks tea from small cups and lives on the floor. He simply has to reckon with it. But the Americans and the British, it seems, do not differ, they speak the same language, and they both eat hamburgers, but at the same time, when people make the assumption that they are quite similar and there is no need to pay conscious attention to this, then there may be inconsistencies. and with external similarity, there are differences. and when there is a sufficient amount of mutual recognition of each other's strengths and weaknesses, then this allows us to find a common ground for dialogue. It seems to me that here it should be more visible from the outside.
Vyacheslav Semenikhin: Not visible from the outside, to be honest. Not a bitch, not a hitch.
Boris Dyakonov: If you can't see it from the outside, then everything is "hurt".
Vyacheslav Semenikhin: Thank you, Boris, I see that your Discovery / Tochka case is a very good example for people from the financial industry. You make great products and services based on the interests of the client, you follow trends in consumer behavior and work great with the mobile channel, and you seem to be able to solve the issues of cultural merging of different organizations without slowing down the growth rate and maintaining competence in the field agile development. There are not many such examples before our eyes. It will be good if you still wish something to the young readers of Banking Review.
Boris Dyakonov: It seems to me that in any place, if you focus on your business, and ask yourself, it seems like a "Dovlatovian" question: "Am I doing garbage?" doing something useful for the end customer is a real and good way. It doesn't matter what your position is. Just do a good job well and responsibly.