Owinner of the "Manager of the Year ", Maxim Anatoliehiv, believes that in any workeneedbut strive for 100% resultstattoo. On hisaccount quite a fewsuccessfulprojects that arewere performed in the Altai branch of Sberbank, and now they are being implementedin other branches of the Bank.
Volkov Maxim Anatolievich
Manager of the Altai Branch No. 8644 of Sberbank PJSC.
Education
Maxim Anatolyevich graduated from the Altai State Technical University named after V.I. I.I. Polzunov with a degree in economist-manager in 1996.
Achievement list
Volkov M.A. started his career in 1997 as a manager at ZAO Spectrum. Since 1998 he has been working in the Altai branch of Sberbank of Russia OJSC. In 2011, he was appointed Deputy Manager of the Altai Branch of the Bank, in 2015 - Manager of the Altai Branch No. 8644 of Sberbank PJSC.
Professional achievements
He was awarded the Altai Territory Medal for merits related to the development of the Altai Territory and, in connection with the celebration of the 80th anniversary of the Territory in 2017. In 2017, he was the winner of the Altapress Publishing House award - "Manager of the Year" in the "Finance" category. Maxim Anatolyevich sets challenging but achievable goals for his employees. His knowledge and experience help him to quickly organize the activities of a large team of employees. He constantly strives for professional growth, develops and maintains relationships with key partners and clients of the company.
Altai branch № 8644 Sberbank PJSC
Date of foundation
Profile activity
Banking activities.
Characteristics of the enterprise
Altai branch of Sberbank is one of the largest banks in the region. Its branch network covers 71% of the settlements of the Altai Territory and includes 453 stationary branches and 12 mobile offices. Today, the Altai branch of the Bank employs about 3.5 thousand employees.
At the end of 2017, the Bank achieved high indicators: profit increased by 32%, the volume of loans issued to small businesses increased by 81% against the level of 2016. The volume of investment financing in 2017 increased 3 times, reaching 3.2 billion rubles.
In 2017, Sberbank became one of the largest taxpayers in the region, having allocated about 2.1 billion rubles to the budget.
Consumer loans for the population in 2017 were issued in the amount of 14.9 billion rubles, which is 26% higher than in 2016.Mortgage loans were issued in the past year in the amount of 11.3 billion rubles, which is 58% more than a year ago.
M.A. Volkov and his team a large number of implemented projects, many of which started in the Altai branch No. 8644 of PJSC Sberbank as pilot projects, and then were replicated in other head offices of the company.
Awards and victories
PJSC Sberbank has countless world-class awards and prizes. In 2017, Sberbank became the sixth largest banking brand in Europe according to Brand Finance. Sberbank Corporate University received the Global CCU Awards. The company won the Grand Prix of the Bank of the Year award. Sberbank was named the best bank in Russia by Global Finance magazine. Recognized as the most valuable brand in Russia in the Brand Finance rating. Became the largest acquirer in Europe according to The Nilson Report. Sberbank's corporate television was recognized as the best by the Association of Communications and Corporate Media Directors of Russia. The company won in five nominations at once in the Crystal Headset competition. In 2017, the payment monitoring platform of Sberbank was recognized as the best IT project in the category "Best industry solution" of the competition "Project of the Year 2016". The Bank was awarded the Best Social Projects in Russia award. And this is only a small part of the company's achievements in 2017.
Social responsibility
The company pays serious attention to training employees - improving their professional qualifications and competencies. Sberbank actively cooperates with educational institutions in order to attract young professionals. The Bank annually evaluates the effectiveness and involvement of personnel, improves the system of motivation and remuneration of employees.
Charity and sponsorship are an integral part of Sberbank's corporate culture. The main directions include: support for children and children's institutions, assistance to inmates of orphanages, cooperation with charitable foundations, support for educational and sports institutions, and more.
The material was prepared in 2017.
David Rafalovsky headed the Technologies block of Sberbank
David Rafalovsky, Senior Vice President, CTO (chief technology officer) of Sberbank Group, has been appointed head of the Technologies block. He will carry out strategic management of the technological function of the Sberbank Group. ...
Nikita Volkov, Senior Vice President, Co-Head of the Technologies Block, Sberbank PJSC
"I believe that those who own information still own the world, and working with information is to analyze data. The more historical data, the longer we have the opportunity to accumulate, process, analyze and build models, the better we will feel in the market, and better decisions will be made. This applies to absolutely all areas of business. Those who are engaged in customer service will be able to better understand their client and his needs, offer the most popular products and services. Manufacturing enterprises through the use of data will be able to significantly reduce its costs, anticipating trends and making decisions in real time. This is truly a revolution, and I believe that the main distinguishing feature of today is the ability to work with data. " ...
Huawei and Sberbank for joint innovation
Huawei and Sberbank signed an agreement on cooperation in the development of information and communication technologies based on Huawei OpenLab and their further implementation in the banking industry. ...
Andrey Khlyzov became the head of Sberbank-Technologies
Andrey Khlyzov replaced Alisa Melnikova, who left the bank, as Senior Vice President of Sberbank - General Director of Sberbank-Technologies. Andrei Khlyzov himself has been working at Sberbank for 20 years, holding various positions, in particular, he was the chief IT architect at the bank. ...
Bart Schlatman transforms Sberbank
Bart Schlatman, Chief Operating Officer of the Netherlands division of the ING Group, has been appointed Senior Vice President for Transformation of Sberbank. This is a new position in the bank. In this role, Bart Schlatman will be responsible for implementing the omnichannel customer service model. In particular, for the introduction of a number of technological platforms. ...
Sberbank appointed Chief Technology Officer
On February 15, 2017, Vadim Kulik will leave the post of Deputy Chairman of the Management Board of Sberbank PJSC. In this position, he supervised and coordinated the work of two blocks of the bank, one of which was the "Technologies" block. Senior Vice President of Sberbank Nikita Volkov has already been appointed acting head of this block. ...
13.10.2017, Fri, 10:55, Moscow time
It is impossible to imagine modern banking business in isolation from digital technologies. Along the country's financial arteries, not only money is transferred, but also the latest developments in the field of big data, artificial intelligence and cybersecurity. CNews talked to Nikita Volkov, senior vice president, head of Sberbank's Technologies block, about whether the Fourth Industrial Revolution will take place in Russia, how Sberbank will participate in managing the country's digital economy and why mining is a waste of electricity.
Data as the foundation of the digital revolution
CNews: Today, many are talking about the so-called Fourth Industrial Revolution, the essence of which is that data is becoming the main driving force of the economy (which used to be steam energy, electricity, and production automation at different times). Do you share this view of technology development?
Nikita Volkov: I absolutely share. I believe that those who own information still own the world, and working with information is analyzing data. The more historical data, the longer we have the opportunity to accumulate, process, analyze and build models, the better we will feel in the market and the better decisions will be made. This applies to absolutely all areas of business. Those who are engaged in customer service will be able to better understand their client and his needs, offer the most popular products and services. Manufacturing enterprises through the use of data will be able to significantly reduce their costs, anticipate trends and make decisions in real time. This is truly a revolution, and I am sure that the main distinguishing feature of today is the ability to work with data.
When it comes to IT infrastructure in the context of the Fourth Industrial Revolution, one of the most obvious trends today is the massive transition to the cloud. Large specialized companies will provide infrastructure and software as a service. All the rest will only have to enjoy using such cloud services and use the opportunities that modern information technologies give us directly in the work with their clients.
CNews: How will the approaches to building IT infrastructure change, how will computing platforms and data storage evolve? How will our economy develop in this vein?
Nikita Volkov: It seems to me that the basic laws have already been formulated, and it is possible to predict quite clearly that computing power will grow exponentially. Data storage systems will become cheaper. The data centers that will handle the underlying transactions will go to the cloud. All kinds of organizations will increasingly use the cloud. They will be more concerned with development, including the use of data processing and analysis technologies. And the questions related to which servers to buy, which communication channels to order, or how to protect data centers from intruders, will be dealt with by professionals who will perfectly cope with this.
CNews: At what stage is the construction of your data center at Skolkovo now? Previously, the terms of their commissioning were adjusted, what are the plans for launching now?
Nikita Volkov: We will finish the construction this year and will start with equipment. It will actually start working in December this year. There will be a phased migration of existing equipment and systems to the new data center. A data center is needed because the volume of processed information is constantly growing. This will be the second large, fairly serious data center of Sberbank. In the long term, by 2020, the structure of the bank's data center is being transformed: the data centers leased today will be completely replaced by two mega-data centers - the existing data center “Yuzhny Port” and the data center “Skolkovo”. This will simplify the structure and connectivity of the data center, and increase the efficiency of resource use due to the consolidation of equipment and applications. In the future, the new structure of the data center will become the basis for other Sberbank businesses, the foundation for the ecosystem.
Large-scale implementation of blockchain is not far off
CNews: How will the software change in the next 5-10 years?
Nikita Volkov: Oh, the software will be very different. Access to it will be easier, the choice will be wider. We will have free software for all occasions, easy to obtain, easy to use, and customizable by becoming a member of the community. I believe that open source software will be the main trend in the next few years. The same applies to business applications: they will also go to the "clouds", and companies will use cloud services more often than buy licenses. I think that in the next few years, the ratio between the volume of costs for acquiring licenses and the cost of subscription fees for using services will change dramatically. In favor of the second.
CNews: How will the IT services market change in the world and in Russia as a whole?
Nikita Volkov: IT services will grow side by side with disruptive areas of human activity, such as genetics, modern medicine, and robotics. Computer science is very important in these areas, and the size of the IT market will grow, including in conjunction with these successful industries. This includes blockchain, artificial intelligence, and the Internet of Things. In my opinion, all this will grow exponentially and ensure the growth of the IT market as a whole.
CNews: Speaking of blockchain, how do you feel about this technology and the possibility of its application in the banking business?
Nikita Volkov: Blockchain is an interesting, wonderful technology. We believe in it and are already doing some pilot projects. I think that in a few years, large-scale use of blockchain will begin in many areas. And it is absolutely certain that this technology will be supported by the development of server hardware, processors of various types, and so on. As for cryptocurrencies, we are not engaged in mining, we are not engaged in issuing cryptocurrencies, and, frankly, I am somewhat skeptical about the fact that there are already several thousand cryptocurrencies in the world. People mine a lot of things, but now this is no longer the trend, in pursuit of which it is worth making any strategic plans. It is quite obvious to me that a lot of electricity is being wasted today. Well, the fact that processors are getting faster is great. This means we will be able to solve our problems with greater efficiency.
More data, good and different
CNews: Where do you think it is important to start digital business transformation? What steps need to be taken - managerial, personnel, what changes need to be made?
Nikita Volkov: In every company, if it expects to be successful, there should be a Chief Data Officer. This person, in fact, becomes one of the main actors in the company, uniting at the same time IT, business and support divisions of the company. This is extremely important because the way we work with data determines our success, which means that we need to be very careful about any information flows that pass through the company. You can't miss out on any important data about customers, their habits, how often they visit you, why they leave, and so on. This, in my opinion, is the number one question for today.
Nikita Volkov: You shouldn't make strategic plans for cryptocurrencies
The second issue is the quality of the staff. It seems to me that almost every employee of the company should have an understanding of the essence of digitalization and basic IT ideas. Many processes within the company need to be rebuilt in such a way that, on the one hand, provide information for data processing, and on the other hand, use the results of such processing as widely as possible in practice: in management processes, customer service, for decision-making. Using models is extremely important and leads to success. Digitization in general is very important and people need to be focused on these technologies - I would just suggest that companies do entrance tests on their ability to use basic digital technologies.
For the digital economy to be successful in Russia, I think it is necessary to improve the quality of education within the region. We do not sufficiently teach people the basics of the digital economy, digitalization, working with data, the basics of programming and artificial intelligence. I think that in higher education institutions, first of all, it is necessary to increase the volume of teaching such disciplines and to dramatically increase the number of specialists in these areas. Then we will succeed with the digital economy.
Sberbank's future in the digital economy
CNews: What place do you assign to Sberbank in the new digital economy?
Nikita Volkov: Banks have always been at the forefront of technology development, this situation persists in the whole world and in Russia in particular. And we consider ourselves responsible for the digitalization of our society. We have a huge number of clients, and we do what depends on us, so that people receive the most modern services in digital format. And our role in this is quite large. In addition, we are not only making banking digital, but we are working in a number of industries, where we also strive to increase the level of digitalization. We must not forget that now the number of cybercrimes has increased dramatically. We see our task in educating the population about what can and should be done, and what should in no case be done to holders of plastic cards and those who use Internet services. Our educational role, in my opinion, is very important.
CNews: Recently, the government approved the management structure for the Digital Economy program. For this, an autonomous non-profit organization of the same name is being created, of which, according to Dmitry Medvedev, Sberbank is ready to join. How will you participate in the management or coordination of the Digital Economy?
Nikita Volkov: There are a number of areas for the development of the digital economy in Russia. For each of them, the corresponding centers of competence have been identified. Sberbank has been instructed to be the center of competence in the field of cybersecurity. This is a very responsible role for us, and we believe that we will cope with it. We have good specialists and very serious experience, we work in this market and will make our contribution to the development of the digital economy. But not limited to only this. We carefully study all areas of development, see how we can help, how to participate. The Digital Economy is a very serious program, and we will participate in work on it in almost all areas.
CNews: At the St. Petersburg Economic Forum, the President called on the largest state-owned companies to create divisions that will substantively work with start-ups and small innovative companies. Are you going to participate and do you already have any specific plans or examples of projects?
Nikita Volkov: Of course, we have plans, and we already have results. About two years ago, just for these purposes, a specialized unit was created in the bank - the Digital Business Development Department. There is quite active work with startups, they are selected, invested in them and help to develop. In addition, we have created a venture fund - we invest in a number of startups with the expectation that this will benefit both society and us, in the form of dividends from their development.
What is more important for the company in the current economic conditions - strategy or tactics? Most likely, there can be no definite answer to this question. But if the company continues to adhere to the strategy adopted once, albeit with adjustments, today, the issues of tactics, one way or another, fade into the background. Apparently, this is the situation in Sberbank, the heads of the IT block of which decided to talk about the strategy of using information technology in the largest Russian credit institution. Of course, the IT strategy is formed, first of all, on the basis of the business development strategy adopted by the company, which, as Nikita Volkov, the vice-president of Sberbank explained, involves the implementation of the most modern ways of the bank's interaction with its customers, including via the Internet. and mobile devices. To this end, over the past three years, Sberbank has significantly developed remote service channels, implemented CRM and MDM systems, deployed a number of risk management systems and put into operation its Moscow Mega Data Center, Yuzhny Port. From an IT point of view, the concept of centralization occupies a special place in Sberbank's strategy.
Talking about it, the chief architect of the company Andrey Khlyzov recalled that in its initial state in 2011, its IT economy was very heterogeneous: the regional offices had their own data centers, in which application systems of various vendors were operated (ABS Salyut, "Gamma", "Duet", RS-Bank, "Sofia" and a number of others). Today, as a result of centralization, all these systems have been replaced by applications developed by the subsidiary company Sberbank Technologies, and all of them are deployed in the Moscow Mega Data Center with access from any regional branch through a thin client. According to Nikita Volkov, some important systems were not developed from scratch, but were purchased from their developers and subsequently withdrawn from the market turnover. General business management and accounting functions are assigned to commercial products from well-known manufacturers, including SAP.
All this made it possible to significantly increase the bank's performance in current operations. For example, a single center for processing deposits of individuals covers 630 million accounts, and a single payment service provides billing services for 130 thousand organizations that accept up to 6 million payments daily. The number of retail Internet banking transactions increased by 5.7 times, processing by credit cards by 1.9 times, and by deposits and deposits by 3 times (425 million accounts). Nevertheless, a number of issues, according to Nikita Volkov's self-critical admission, could not be fully resolved. Challenges remain in managing the complexity of the software portfolio, building quality IT processes, and ensuring the reliability and scalability of critical systems.
The Reliability program launched two years ago is aimed at solving the last two, the goal of which is to ensure 99.99% availability of critical systems by 2017 (no more than 52 minutes of downtime per year) round-the-clock availability (24 × 7) and guarantee adequate performance in the face of constant business growth. According to Andrey Khlyzov, the aforementioned level of accessibility before the launch of the "Reliability" program averaged 99.95%. To a significant extent, the solution to this problem is due to a number of technologies used in the Mega Data Center. Its resources are reserved in several external leased data centers, but Sberbank plans to build a second geographically remote backup data center, in which all the IS of the credit institution will be duplicated. The design of the new data center will begin this year, construction is planned to begin in 2016 and to be completed in 2018. The site has not yet been selected, but it is possible that it will be located in Skolkovo. Currently, any transaction in the system is recorded only after its completion in both data centers (primary and backup), and in the event of a failure in both (for example, due to a previously undetected software error), a third data center enters into action, providing, within the framework of limited functionality, the preservation critical data. Failover Clustering is based on the Oracle Database RAC option.
Over the year and a half that have passed since the launch of the "Reliability" program, the total downtime of critical systems has been reduced by 4 times, and downtime during technological work by 2.5 times. The number of incidents decreased 2.4 times. However, what is the current level of accessibility of all IP and how far it is from the target level of 99.99%, it was not said.
It is hard to imagine that in the current economic and political turbulence, the strategy is not subject to adjustment. As Nikita Volkov admitted, there are such adjustments, but they are not fundamental. So, individual IT projects planned earlier this year will be postponed to the next - 2016, but they affect no more than 10% of Sberbank's IT budget (the speaker refused to name its absolute value).
Another painful topic is sanctions and the related tasks of import substitution. Nikita Volkov said that these issues are in the focus of the management's attention, but urged not to dramatize dependence on foreign vendors. The software and hardware purchased from them cannot be withdrawn from Sberbank, and a possible refusal to support them can be compensated for by strengthening the bank's own services.
Maksim Volkov, a new Deputy Chairman, has been appointed at the Siberian Bank of Sberbank. Now he is in charge of the Retail Business block. In an interviewStatus Maxim Volkov told why he does not limit his career horizon and whether it is possible, while working at Sberbank, not to be a workaholic.
- Sberbank is practically the only place of work in your career. How did it happen?
This is indeed the case. True, the first entry in my work book is not connected with Sberbank - I started work in a small company, but stayed there for only a few months. My entire career path, all development took place at Sberbank. This year marks twenty years of my work in this structure.
How did it all happen? I was offered to participate in the competition for the position of “chief dealer of resource management of Altai Bank”. I won this competition, despite the fact that out of five applicants I was the only candidate from the street with no bank experience. For two days I read literature intensively, day and night. Knowledge of the English language helped, since the information was not so available then, and I was able to demonstrate a good knowledge of the current trends in the financial sector.
- How old were you then?
I was 24 years old.
- So you started in the late nineties. This is not an easy time for the banking sector.
I came to work at the bank on August 13, 1998. And on Monday, August 17, there was a reset of all banking and financial histories, in connection with the moratorium on the repayment of the external and internal debt of the Russian Federation. The dollar was growing, stocks and bonds were falling, and I had the position of the main dealer! By the way, there was a mistake in my ID, the word dealer was written with two letters "l" - almost like a killer. And it was funny to be the main dealer at a time when some markets practically ceased to exist.
The position was later renamed several times, the functionality changed, but, nevertheless, I worked in this direction for almost seven years. If you look at my computer screen, you will immediately understand that I still cannot live without it. I cannot exist without seeing online all the main parameters of the financial market.
Let's talk about career success. What achievements do you consider to be the most significant, and what preceded them?
Such a difficult question. It does not happen with us that a person works, works, develops, develops, and then once - success comes. At Sberbank, we work every day for a result that we will see much later. Relatively speaking, if in this quarter we got an excellent result, it means that a year ago we did a good job. This is a long chain of correct decisions that were made by people in different positions, in different territories, and so on.
Answering your question, I want to say that I have not had any lightning-fast personnel changes in my career. I worked at each position for a long time, came to certain results and after that I started further. In the first position I worked for seven years, in the second five, then four years, and in the last three - life is accelerating.
If you want to develop and succeed, you need to be a workaholic. Successful people live in a mode of continuous self-development.
In a structure like Sberbank, is personalized success possible in principle, or is it always a team product?
Success here is always a 100% team result. If something does not work out, then the command mechanism has not developed. For me, a team is when people around them think the same way, speak the same language. It is an amazing feeling when your team works like clockwork. By the way, I consider such moments to be potentially dangerous - you start to calm down, you lose your grip. Good teamwork is a sign that something needs to be changed.
- What is the main thing for you when forming a team? How do you design it?
First, effective communication is essential. Secondly, a team cannot definitely be called a team if it has no goal. That is why in all the previous stories I have created a situation of overcoming a certain crisis. First, we say: "Guys, everything is bad with us," then we look for a solution and generate a goal. If the team “buys” this story, accepts it, then the real work on the result begins without delays and shirking.
- Without days off and holidays?
Sometimes it does.
- In general, is it possible, while working at Sberbank, not to be a workaholic?
No ( laughs). If you want to develop and succeed, then, of course, you need to be a workaholic. We exist in a multitasking mode: everything around us is constantly changing and we need to catch up with this world every day. Successful people live in a mode of continuous self-development. Today it is a luxury to just run on a treadmill - at this moment you need to watch or listen to something so that time does not go to waste. You can watch financial news in English on Bloomberg, listen to a book from the Sberbank library, read something. Many things have to be "paralleled", otherwise you won't be able to do anything.
How in this rhythm, in this bustle, do you find a balance between work and family? I know you have three children. Do they have some kind of fixed, legal time for dad?
There are no standards, no templates. Most of the time for family and hobbies is the weekend. I'm a morning person, and getting up at four in the morning is a common thing for me. The family wakes up at nine. By this time, I have time to go fishing, and hunting, and do sports, and all the rest of the hours - with the children.
- I know that you are running. At what point did you realize that you need it?
In the third grade, in the first physical education lesson. I remember we jumped long, and I jumped three meters sixty centimeters. That evening I was called to workout, and since then I have been running. To be honest, I feel pleasure when I realize that I am in good shape. A belly hanging over a belt is for me a story of wild discomfort, although there was such a period in my life too. Today, daily sports are my constant. If the weight goes down, I go to the gym, if up - welcome to the treadmill.
This is the very moment when you have to be tough and say: “Get up! It's time to go to the gym! " In this sense, the “I” internal and external should also be a team working for the result.
- You said that a team cannot exist without a goal. What tasks do you set for yourself? How difficult are they?
If we are talking about a career, then over the years I realized that there are no unattainable goals in this plane. I remember that once in the Altai Territorial Bank the position of deputy chairman was the ultimate dream. In those days, vice-chairmen were literally demigods for me. And later I calmly stepped over this position. The only downside is that, having taken a position that you never dreamed of, you find it difficult to set yourself the next goal.
- What exactly will happen here with your arrival? What will you do?
For me, the key things are the growth of the business and the growth of our efficiency. Different territories are different components of overall success. Somewhere this is a story of growth, somewhere changes in formats, optimization. But in general, this is a strategy of growth in the market, involvement in all the changes that are taking place. The challenge is to be at the forefront of these changes. This can only be done with the right team and shared goals. Today we are starting to introduce a number of fine-tuning in the retail business. If in general strokes, then this is a strategy for growth, rapid and high-quality implementation of changes, new technologies and technological innovations.
I always tell myself and those people who think that they are doing well that today's point is not the point from which I want to retire. There is still a lot to come. My personal strategy: eat less and run more. Incidentally, it fits well with the topic of business. Today you need to generate less costs, consume less resources and run more after clients, for results.
Julia Dorn
