According to the DBS goals, the main agenda was to improve on the IT infrastructure by automating business processes across all its branches. This is evident from exhibit 7 which indicates a milestone in the technological structure of the bank. The exhibit shows a projection to the future where the pending automation will be standardized.
During the time of David, some of the lean principals that helped DBS to succeed were the improvement on the customer wait time which was eliminated at the rate of 240 million hours. This lean canvas helped so much in delivery of the scheduled projects. Another factor was investment into collaborative technology.