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Now benchmarks its performance against technology companies not other banks. Despite massive market share, it sees plenty of threats and it is seeking to respond at speed and scale. Everything about Sberbank is big. It dominates its domestic Russian market, as reflected in a host of metrics, such as more than 110 million retail customers, 60 million visits per month to its 14,500 branches (which span eleven time-zones) and 13 million visits per day via its digital channels.

It also has massive resources (including 11,500 developers among its 311,000 employees) and, at its investor day in London at the end of last year at which it unveiled its Strategy 2020, it was promising 20.8% return on earnings for 2017, with a target of at least 50% dividends by 2020. In a market that is hard for non-domestic banks to penetrate and with, to date, no sign of any government plans to break its stranglehold, you’d think it might be sitting back and basking in a comfort-zone that most other banks can only dream about. In fact, it has major ambitions for technology and for building an ecosystem outside of its core banking activities. Its comfort-zone looks less cosy when evaluating the potential threat from technology companies and, indeed, the main stated goal of its Strategy 2020 is “to push Sberbank to the next level and ensure our ability to compete with global technology companies, while remaining the best bank for customers and businesses”. From bank to technology company. Herman Gref, Sberbank For all the talk of innovation, the bank still has at its heart a lot of legacy systems that it has been struggling to overhaul and replace. The attributes of its new core platform tick the right boxes – cloud-based, open source, a group-level common data source and in-memory computing – and it has a massive ongoing implementation of SAP ERP, having also implemented Wolters Kluwer’s Riskpro for risk management.

Nevertheless, the core project is running late and most of the innovation that has happened to date has been around the edges. Despite the legacy and piecemeal core, its cost-to-income ratio has just edged below 40% with the ambitious target of having this below 30% by 2020. “Is there a single bank of our size at 30%?” asked CEO, Herman Gref, at the investor day. “Unless we have this, we won’t be around because I know society will not pay for our inefficiencies.” If there is an opportunity to buy a service cheaper, customers will always take it, he said.

Gref has identified three stages in the bank’s evolution. Ten years ago, “a different life”, it had long queues, no automation and customer service was from behind bullet-proof windows. From here, it set about becoming leaner without impacting customer value and seeking to remove barriers, both physical but also those “in people’s minds”. The second phase saw technology applied to serve customers but Gref admits it wasn’t a straightforward story, with much outsourcing to vendors and often long delays. However, in parallel it started to lay the foundations to break down the walls between the business and technology and move to an in-house development model. This has paved the way for the current third phase. It is seeking radical change in four key areas, Gref says: the client relationship, the quality of its products, its channels (including social media) and efficiency.

SberTech, which has housed the bank’s development resources since 2011, has 46 centres and has more than 550 active projects, with around 17,000 implementations per year. Lev Khasis, Sberbank “We have less and less dependence on external vendors,” says the bank’s COO, Lev Khasis. “We are creating a completely different time-to-market.” This includes adopting Agile on a massive scale, with 1300 teams and with all development staff due to have completed training by 2020. It is described as the “largest Agile transition project in banking”.

Recruiting and retaining staff is a challenge. It works closely with Russian universities and also has its own internal academy.

While its overall headcount declines, it will have more than doubled its number of IT, data and risk management staff between 2008 and 2020. In addition, all 35,000 Sberbank managers are going through IT and data training to acquire these skills.