Move to the Cloud: a customer-driven, tech-led transformation
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AXA’s Move to the Cloud: a customer-driven technology transformation
WRIT TEN BY
OLIVIA MINNOCK PRODUCED BY
NATHAN HOLMES
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Ash Shah, AXA Group’s Global Program Director for the insurance giant’s Move to the Cloud, discusses the technology transformation as part of AXA’s ambition to become a customer-driven, tech-led organisation
“W
hen we undertake a transformation, we do it on a truly global scale with technology at the forefront as one of the enablers,”
comments Ash Shah, Global Program Director of leading insurer AXA’s Move to the Cloud initiative. 04
This is no mean feat, with the insurer serving 105mn clients across a vast footprint of 62 countries. To aid its technology transformation, AXA has undergone a significant company-wide IT restructure. “We have an ambition to be an innovative, customer-driven, tech led company and we’ve enhanced and modified our IT organisation to support and drive that ambition,” Shah explains. “Technology has become more intrinsic in our business and it’s no longer just a support function – it’s the key enabler for us to continue to innovate and move forward as an organisation.”
‘INNOVATIVE, CUSTOMER DRIVEN, TECH LED’ As a composite insurer, AXA covers many lines of business including health, life, property and casualty insurance. The French multinational currently spans a mix of growth areas and established markets,
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From Inspiration
to Innovation
CLICK TO WATCH : AXA GLOBAL PROGRAM DIRECTOR ASH SHAH ON TRANSFORMATION ACROSS GEOGRAPHIES 07
and has a significant legacy of looking
standing – all aimed at promoting
after customers at those times when
innovation and collaboration and
they need it most. Shah, who assumed
showing, through colourful posters
his current role just six months ago, is
and games areas, that insurance is far
already a familiar face in Paris where
from an old-fashioned career choice.
AXA is headquartered. Counted among
AXA’s staff are adapting well to
its numerous locations is the spectacu-
the new working environment which so
lar new Java building which offers a
much investment and thought has gone
true reflection of AXA’s ambition to
into. Colleagues do not have a strict
modernise a business often seen as
dress code – with some stating this
traditional. The office itself boasts
makes them feel more valued for their
open space, natural light, and flexible
skills and output than their appearance
options allowing colleagues to work
– and have plenty of opportunities to
independently or as a group, sitting or
socialise by playing pool or enjoying ht t ps:/ /gro up.a xa . com
Building an ecosystem? Connect the dots. “Your journey to cloud must navigate pitfalls and opportunities that are unique to your business. We support you in imagining and delivering your cloud journey and making it run�. Eric Meistermann, Deloitte Partner in charge of AXA Group
“ We foster a strong change management process where we make sure we communicate, evangelise and onboard our colleagues in all parts of the organisation” — Ash Shah, Global Program Director – Move to the Cloud, AXA
coffee together. Shah joins us at this new
We measure compliance, performance
Paris office having spent three days with
and KPIs at both a centralised level and
AXA’s Dubai Gulf business discussing
a local entity and business level,” says
the company’s transformation across
Shah. “It’s also important to understand
that region. “It’s pushing all parts of our
the various cultures AXA operates in
organisation into that journey and bring-
and the pace and size at which they can
ing them onboard. It takes time and effort
make changes.” For example, AXA’s
and engagement – but once you do that,
companies in growth markets will focus
you can see the end results. We’re moni-
on establishing a presence while
toring, and can see we’re making good
well–established entities might focus
progress now,” he enthuses.
on innovation to remain competitive.
In its ambition to become tech led, sectors and geographies with both
A GLOBAL, CUSTOMER-CENTRIC TRANSFORMATION
a strong global vision and local knowl-
Currently, one of AXA’s key areas of
edge. “Usually, we have a central team
development – and the element for
but we listen to the requirements and
which Shah is responsible – is its ‘Move
needs of our different business units and
to the Cloud’, whereby the business will
make sure they are a part of that journey.
come away from legacy technology
AXA is pushing technology across all
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CLICK TO WATCH : GLOBAL PROGRAM DIRECTOR ASH SHAH TALKS THE IMPORTANCE OF PARTNERS AT AXA 11
and store and manage data on private
allows an organisation to innovate. “It
and public clouds. This is a key strategic
gives us business agility, flexibility and
initiative which AXA is taking on for two
speed to market which is much harder
key reasons. “One is that we want to
in traditional IT methods. In addition,
modernise and update our technology
the cloud enables the collaboration
infrastructure,” says Shah. “The second
that is so key to a global business. As
is that we really want to exploit new
we deploy something in one country,
technology innovation – such as artificial
we can replicate that quickly in multiple
intelligence (AI), chatbots and image
countries,” Shah explains. “We therefore
recognition – which we wouldn’t be
end up with a consistent product which
able to do with our existing systems
we can enhance and change – and those
and processes.”
changes can be rolled out across numer-
For Shah, and for AXA, a key feature of cloud technology is the speed at which it
ous entities and organisations far more quickly than in the past.” ht t ps:/ /gro up.a xa . com
“ The relationship we build with our suppliers – and I would call them partners rather than suppliers – is very important to us” — Ash Shah, Global Program Director – Move to the Cloud, AXA
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Why is AXA undertaking such a significant investment? “Firstly, it’s for
to be able to respond to this change in a customer-centric manner.”
customer experience. We deal with
Every technology investment AXA
customers through an omnichannel
makes involves extensive thought into
process: they need to have consistent
how it will impact the customer. “We
experience.” For example, customers
make sure there’s really a business
may wish to deal with a claim over the
driver and value for what we’re investing
phone and then switch to live chat.
and innovating in. We then start with
“We need to be able to receive data and
a proof of concept, idea and trial before
respond to it in all manners, shapes and
we really push something.” AXA’s cloud
forms. Customers today are expecting
program is a prime example of this. “We
a different experience of working with
have to build new features, new products
a global insurer,” Shah adds, citing
and new ideas onto the platforms.
omnichannel as a key driver. “We need
There we have the voice of the customer
CLICK TO WATCH : GLOBAL PROGRAM DIRECTOR ASH SHAH – HOW AXA MOVED TO THE CLOUD 13
to drive the demand and the prioritisa-
“We foster a strong change management
tion process. Then their voice is heard.
process where we make sure we
They drive the change agenda.”
communicate, evangelise and onboard our colleagues in all parts of the organi-
A TEAM EFFORT
sation,” says Shah. “That’s one of our
With the agenda driven by customers, it’s
key success factors in implementing
important that each and every member
a lasting change.”
of AXA’s 160,000-strong colleague base
This is not always easy given that AXA
is on board in order to promote the best
is dealing with new technologies and
service to every customer. Managing
working across a plethora of different
a significant change, and the shift in
locations, but Shah maintains that it’s
culture it brings, across such a mam-
possible with a combination of training
moth organisation is vital to make things
and open communication. This is not
work all the way to the end customer.
just looked at in terms of individual jobs, ht t ps:/ /gro up.a xa . com
but in terms of the key part each employee plays in AXA’s journey as a global organisation. The transformation so far has not just been successful in terms of IT, but far beyond this, including the people and culture at the company. “We have an extensive change training program for all of our colleagues where we’re working extensively to make sure they are all aware of what the cloud journey is, what AXA is undertaking, and why. It’s also important the program has the sponsorship of our management committee, and it is discussed and agreed – which then helps cascade the information and messages 14
around our program.” AXA’s move to the cloud involves not just thousands of employees, but a network of strong partners too – and all must be aware of the company’s long-term vision. “We are not technical experts in all domains and areas we’re undertaking as part of our move to the
“ The cloud gives us business agility, flexibility and speed to market which is much harder in traditional IT methods” — Ash Shah, Global Program Director – Move to the Cloud, AXA
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cloud journey,” Shah admits. “So the
Other important delivery and consult-
relationship we build with our suppliers
ing partners include Capgemini and
– and I would call them partners rather
Deloitte who are also supporting AXA
than suppliers – is very important to
on this journey.
us.” AXA has worked with some of
Shah makes it very clear that AXA
the biggest names in tech as part of
isn’t just buying off-the-shelf solutions
maintaining a secure yet efficient cloud
but is growing alongside each of its
transformation – from IBM with its
key partners in a sustainable relation-
private cloud provider to AWS and
ship. “We’re undertaking a multiyear
Microsoft Azure for its public cloud
commitment. They’re on this journey
journey. Innovation projects have also
with us.” Another element the above
been supported by Google Cloud.
names have in common is famously ht t ps:/ /gro up.a xa . com
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secure service – something which is paramount for any organisation, but especially within the insurance industry. “A few years ago, the reason people didn’t move to the cloud was security. Now, organisations are actually moving to the cloud due to the security provided by the likes of IBM and Microsoft Azure. They have some of the best security experts out there. Their business is built on secure, trustable platforms – they would be out of business if their platforms were not secure.” Handling the kind of sensitive data AXA deals with on a daily basis means security is something Shah and his team don’t take lightly. “We need to ensure we have robust processes on our side. We are selective with what we put into the cloud, especially from a compliance and regulatory purpose. Cybersecurity is one of the key drivers of this program,” Shah explains, adding that the global insurance behemoth has a strong legacy to maintain. “Our brand value is particularly important – when you’re buying insurance, you’re also buying a trusted brand.”
A FUTURE IN THE CLOUD Following AXA’s success on its journey to the cloud thus far, Shah believes that other organisations will follow suit – or risk being left in the dust. “Cloud technology is going to ht t ps:/ /gro up.a xa . com
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AXA GROUP
€98.5bn Approximate revenue
1982 Year founded 166,000 The approximate 18
number of AXA employees
significantly disrupt the insurance
sations, such as AXA, concerned
sector, and the insurance value chain,”
about the rise of fintech and in-
he predicts. “Cloud technologies and
surtech startups – but Shah believes
Insuretech partners will look at
these shouldn’t be perceived as
different parts of the value chain and
a threat. “Parts of our value chain will
come up with innovative ideas about
continue to be disrupted by cloud
how they can accelerate a certain
partners, innovators or insurtech
process – such as claim notification or
companies who will come in with
risk modelling.”
solutions and ideas which don’t have
Across the finance and insurance
the resistance to change that larger
spheres, the rise of technology
organisations have to deal with,”
leaves many more traditional organi-
he comments.
gies through our AXA Next organisation.” Along Shah’s journey to cloud transformation across the globe, the change will need to be continuously driven at all levels. “Hopefully we’re getting to a point where this communication and buy-in is becoming one of our key success factors. We measure that through KPIs. We’re at the point where we’re starting to become successful in promoting our program and moving forward with the migration– but we still have a long way to go.” Indeed, Shah cites the pace at which his team has accelerated buy-in across AXA. “In the last three of four months, we’ve seen more momentum than we saw in 15 months. That in itself is quite rewarding. We’ve seen the adoption and deployHowever, an insurer like AXA which
ment of lots of our applications on the
is prepared to innovate and stay at the
cloud. Momentum is building and it
forefront of new technologies can
will just get better and better.”
only stand to benefit. “We need to embrace this as an organisation, look at our value chain, and see where we can utilise insurtech organisations to streamline, to be more efficient, more innovative, faster, and to deliver the change our customers are looking for. We work with and invest in startups where we can leverage their technoloht t ps:/ /gro up.a xa . com
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AXA GROUP 23 Avenue Matignon, 75008 Paris, France T +33 9 7080 8501 | http://group.axa.com