Innovate while maintaining process excellence – is this possible? Case study of an agile transformation roadmap P. Stampfli – Head IT-Architecture and –Innovation Market Unit CH - Individual Life 04.04.2013
Swiss Life Switzerland § Swiss Life is one of Switzerland's leading providers of life and pensions and financial solutions § Fourth largest institutional asset manager in Switzerland. § Market share 27% (individual & group) § An important real estate owner in Switzerland. § Swiss Life has around 2300 employees and 570 financial advisors in its Swiss Market division.
One million private clients (policy holder) and 38 000 corporate clients (group life)
Swiss Life: Comprehensive offering Financial protection in the event of disability or death - Life insurance (unit-linked and traditional) Mortgages Fund savings and fund investments Property and asset protection Income protection Retirement provisions Wealth accumulation Residential property: buying, selling and renovating Pension planning
Agenda – Agile Transformation Roadmap Organisation Line- Integration Swiss in Line- Swiss Organisation Life Life Programm Initial- Initial- Position Position Large scale & & agile Business Business Driver Driver Project Scrum – Incubation 2011 2012 2013
Our life insurance market is shrinking Mia. CHF Mia. CHF 50 2,300 2,200 Market for Financial Security 2,100 45 2,000 +3% p.a. 1,900 40 1,800 1,700 35 1,600 Life Insurance Market 1,500 -2% p.a. 30 100 0 0 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 Life Insurance Market Market for Financial Security
Transformation of Swiss Life Switzerland Emotional Level Vision - Future …to comprehensive financial solution provider Transform Growth through Extension of the Business Model und Customer Orientation Today From monoliner Rationale Level «Pure Life Insurance»… Expand
Growth through following options… Extention of the value chain Sales Optimizing current Customer Value- Product & Business Model Service Chain manage- ment Extention product- Extention product- offerings offerings Product Other Property Life Savings, Credit- None-Life (Non-Financial) Market Insurance (P+C) and Asset-Mgmt New markets Financial Security Services & Products
Delivering “Life Insurance Products” with predictive and very reliable waterfall Very predictive and reliable process in terms of timeline and resources Low risk and high security Very high quality standard • Strongly process orientated • 3-4 new products per • 6 Releases pa Clear skills & behaviour in • Consolidated, standardized the development process technology • high automation level
The challenge before us… Keep Status Quo! Keep Status Quo! Challenge: Innovate! Challenge: Innovate! � Agile & Scrum?
Agenda – Agile Transformation Roadmap Organisation Line- Integration in Line- Swiss Life Swiss Life Organisation Programm Initial- Initial- Position Position Large scale & & agile Business Business Driver Driver Project Scrum – Incubation 2011 2012 2013
Kickstart agile transformation: innovation with Scrum? PoC Scrum: •Process and IT & Business Innovation •Time2Market: PoC 6-7 Weeks •2 Teams: Partner APP End Customer (Broker) (Policy Holder) Foundation • External Scrum Coach
PoC with Scrum successfull • External Scrum Coach Process innovation � Introduction of Scrum Business innovation � multi-access, mobile: anywhere, anytime IT - Innovation � Expose services to Customer, iOS Time2Market � Delivery in 7 weeks
Do's & Don'ts introduction of Scrum Experiences from the Proof of Concepts Do's Don'ts • Strong Top-Level management • Start too quickly (minimal setup) support • Multiple product-owner per team • Role specific training and ongoing • < 100% availability of product coaching owner • Focus on 1 project / 1 product / 1 role • NOT adhering to scrum-process • Collocation of PO, SM & Team • Too high expectation • Direct end customer and user involvement Top-Management support and clear allocation of the team Top-Management support and clear allocation of the team
Agenda – Agile Transformation Roadmap Organisation Line- Integration in Line- Swiss Life Swiss Life Organisation Programm Initial- Initial- Position Position Large scale & & agile Business Business Driver Driver Project Scrum – Incubation 2011 2012 2013
Caramba – large scale agile program setup ImmoPulse Coope- rationen Headcount: Headcount: New 60+ 60+ Services One100 6 Scrum- 6 Scrum- Teams Teams Health Existing P & C 4 C Vorsorge Plus Existing New Customers 4 C = Communication | Collaboration | Contact Center | CRM
Power of a good vision Visions: Product vision for alignment of the team-member 1 Overall business vision on program-level for 2 alignment of teams IT-Vision: alignment of technology roadmap 3 Don’t underestimate the power of a good vision! Don’t underestimate the power of a good vision! Invest in upfront high-level target architecture ! Invest in upfront high-level target architecture !
Business vision and big-picture Kundenversprechen Wendephase/ Customer Customer Lebensweg Erlebniskette Ereignisse Jouneys Jouneys and Touch- and Touch- points points Wahrnehmen Informieren Kontaktieren Vertrauen Eröffnen Entwickeln Begeistern Inbound Outbound Multi- Multi- Access- Access- Orga- Orga- nisation nisation New New leading leading process: process: Market Market approach approach
Aligment of teams Leading Leading Process Process Up-Selling Wiederanlage Destinatäre (WEF / Verpfändet) Cross-Selling Experimente Kundenschnittstelle Betreuung Cross- und Up-Selling Betreuungskonkzept-P Betreuuns- V+ Konzept Betreuungskonzept-U PKP Self Service 3a Attacker Fonds-Tracker Alerts CRM CLM Sales- und Betreuungs-Prozess Direct Internet Segment Direkt Verkauf UC&C Erschliessung Touchpoints 4C Experten Contact C. Gezielte Kundenansprache / Options-Stufen-Modell C-Kunden Betreuung Bestandes-Leads Self-Service VPP / APP Contribution of the projects to the big-pictutre Contribution of the projects to the big-pictutre Projects Projects
IT-Vision: alignment of technology WWW Direkt Privatperson Mobile AD- Fond VP-APP APPs Tracker CRM Vertriebs- Privat- Partner Portal High level Contact- High level partner Kunden -Portal Center Target Target Architecture Architecture PK Services VP Services UC&C xRM – xRM Still valid after Still valid after Privatpersonen 18 months 18 months Daten Integration Services EV SR Partner 1 Partner 2 … Factory Analytics aCRM Intern Extern
The program delivers… 3a- Attacker Swiss Life CRM
Despite successful delivery of products - new challenges • Rising conflict between Line- and Program-Organisation • Acceptance problems • program perceived as “2 nd World” • Conflicting objectives, misunderstanding Issues with transition of delivered • products into line organisation (Business & IT) • Business: Low adoption of the delivered products into daily business- and operation- model � low effect on top and bottom line We are too fast! We are too fast! For real transformation - we have to increase traction For real transformation - we have to increase traction with line organisation with line organisation
Agenda – Agile Transformation Roadmap Organisation Line- Integration in Line- Swiss Life Swiss Life Organisation Programm Initial- Initial- Position Position Large scale & & agile Business Business Driver Driver Project Scrum – Incubation 2011 2012 2013
Common model for mutual understanding – product lifecyle framework $ Manage 3 Deploy 2 • Standardize • Opportunity is successful • Managed risks and • Increased business criticality processes • Pressure to optimize and • Low unit costs (Cash- manage (Business und IT) Cow) Risk Invent 1 Offload 4 • Develop new Business • Low differentiation Opportunities • Declining profitability • Verification of ideas • Sourcing • Experiment and learn • EOL • Quick and easy Differentiation Impact on Impact on 1 2 3 4 Operating- People und Finance Steering Modell Skills 1) Wichtig: Der Markt entwickelt das Angebot von Invent nach Deploy 2) Business Sicht
Beside status quo – establish new «disruptiv» approach «Evolution» AND «Disruptiv» Operating Model Operating Model Maintain status quo «evolution» S t a with two approaches t with two approaches u s Q u o Established and successful - O p e r a • High trust and security t i o n a l • Low risk E x c e l l e • High process-maturity and automation n c e Evolution Establish new „disruptiv“ approach Disruptiv Innovation Learning and agile • Time2Market and moving target • Experiment and learn • Close collaboration with business and end- customer
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