Value‑Driven Lean Transformation at China Merchants Bank: The 3‑1‑2 Framework and Its Implementation

China Merchants Bank (CMB) faces three core challenges in large‑scale digital transformation: shifting from passive project delivery to proactive value creation, aligning technology agility with business agility, and managing digital product investments to demonstrate concrete value across multiple business lines.

3‑1‑2 Framework : "3" represents the three major steps of CMB’s technology transformation, "1" denotes an integrated value‑driven lean management system that unifies business and IT, and "2" refers to the two key enablers— the LeanStar tool platform and a consulting "one‑stop service" team.

Three Transformation Phases

2008‑2013: Adoption of CMMI to establish a 2.0/3.0 governance model (first phase).

2014‑2016: Introduction of Kanban, agile, and DevOps to support rapid fintech growth (second phase).

2017‑present: Value‑driven lean transformation built on CMMI, integrating lean demand management, Kanban, and DevOps into the "LeanStar" platform (third phase).

4+1 Integrated System (direction wheel, engine, wheel, charging station, one‑stop service) provides a holistic structure for value creation:

Direction wheel – the value‑driven lean management framework.

Engine – the EPG workgroup and internal consulting squad that drive change.

Wheel – the LeanStar platform that operationalizes methods.

Charging station – a complete practice set that equips all roles (business, product, management, operations, engineering) with actionable guidance.

One‑stop service – customized, rapid‑response consulting for teams.

The "6+2" framework extends this model: six methodological steps (vision, digital strategy, investment portfolio, MVP slicing, rapid delivery, outcome measurement) plus two enablers (self‑driven cross‑functional teams and a lean organizational culture).

Key outcomes include:

Over 4,300 lean coaches and Kanban experts trained.

More than 700 product owners and business analysts upskilled.

90% of business‑IT fusion teams actively using the LeanStar platform.

Value‑impact loops closed in 20+ domains, with measurable improvements such as a 30% increase in MAU for a pilot team.

Tools and platforms:

The consulting "small squad" provides a five‑step service: mindset propagation, digital product talent cultivation, lean delivery capability uplift, platform adoption support, and dedicated coaching for end‑to‑end transformation.

In conclusion, the transformation aligns with CMB’s "14th‑Five‑Year" plan to become an innovation‑driven, value‑creating bank, emphasizing that technology should be a value center rather than a cost center, and that sustained internal capability building is essential for long‑term success.