TBC Bank's digital transformation began as a response to mounting pressure for faster time-to-market and greater system stability across over 100 squads and 400 systems in a highly regulated and competitive banking environment. The initiative was initially driven by a strategic vision to become a technology-driven company, aiming to meet customer needs quickly and deliver stable, state-of-the-art digital financial services.

Prior to adopting DORA practices, TBC Bank's IT environment was fragmented with monolithic applications, mostly manual deployments and testing, inconsistent environments, and limited visibility into delivery performance. The primary business driver was the need to improve time-to-market, build a competitive ecosystem, and eliminate organizational obstacles and inter-squad dependencies. The key ambition was to reduce the time from idea to customer release from years to just weeks, requiring a rethinking of both structure and delivery model while maintaining compliance and resilience in banking.

The transformation, though initially driven by IT leadership to reduce delivery friction, quickly gained executive support after early pilots demonstrated measurable improvements. A tipping point was reached by aligning DORA metrics with business goals, shifting the conversation to customer value and creating momentum for a scalable, organization-wide DevOps transformation. Key technology goals included establishing a modern, quick, and reliable ecosystem, modernizing legacy systems, eliminating vendor lock-in, and building a scalable, autonomous delivery platform.