The CIO 100 is compiled each year to reveal the most transformative CIOs in the
UK business economy. CIOs that are driving business change, process improvement,
enabling greater collaboration and innovating in new market opportunities join this
exclusive group each year. The technology strategies of the CIOs and their achievements
and ambitions towards transformation are judged in comparison to their IT sourcing
strategies and vendor influence. The CIOs with the most transformative vision are
also judged on their place within the business; and whether they put technology
into the board level position and discussion.
AXA is a French insurance company based in Paris. The company is split into several business units which include property, health insurance; asset management, life insurance and investment portfolio management. Over all of its branches, the AXA Group has a collective of 214,044 employees and provides services for 95 million clients. Based on revenue generated, AXA is the world’s ninth largest company and last year the company enjoyed a £196 million increase in profits to £133 million, following the company’s £63 million loss in 2010.
The UK division of AXA is headquartered in London and has three key areas of operation; healthcare, wealth management and insurance. In the UK, AXA trades as AXA Insurance and AXA Investment managers and owns the online insurance company Swiftcover.
The current CIO of AXA, Kevin Murray, previously worked in various departments of AXA in a range of IT management roles such as CIO of AXA Technology. The company has become increasingly mobile, as the company has made predictions for a dramatic increase in insurance policies being monitored by customers either online or through mobile devices. It has also protected its online operations through using Oracle identity and Access Management platforms. It is hoped that the technology will streamline business operations, centralise administration and cut costs. They are also set to start hosting BAE systems Detics anti-fraud platform to help reduce the number of fraudulent claims. This will provide AXA with a single solution across the group for monitoring lines of business. The technology aims to give investigators the ability to monitor and priorities claims that appear suspicious by quickly analysing customer data and minimise the time spent on claims that appear to be fraudulent.
IT leader: Kevin Murray, Group CIO & COO.
In role since: January 2011.
Reporting line: CEO.
How often does the CIO meet with the CEO: Weekly.
Board level seat: Yes.
IT budget: £500 million, the IT operational spend compared to company turnover as a percentage is 5%.
IT estate and or number of log on accounts under the control of the IT leader: 10,000.
IT staff currently employed: 2,000.
Split between in-house/outsourced staff: 70% in house, 30% outsourced.
IT management team and reporting structure: Nine direct reports: Business advisor, Director of Procurement, Programme Director, Group Real Estate Director, Chief Technology Architect, Head of Central Programme Office, Chief Business Architect, Systems Information Officer, Head of Offshoring Strategy & Operational Policy.
Primary technology platforms at the organisation: Multiple product, service & distribution systems.
Significant strategic technology deals struck in the last 12 months: C&W, IBS, Oracle.
Percentage of your applications/infrastructure run from the cloud: 20%.
Major technology or transformation project recently completed and how did it transform operations, customer experience or the organisation: Product rules engine.
Business transformation programme – beyond technology – that the CIO owns or is a major contributor to: Business architecture and lean management initiatives.
Strategic aim of the CIO and IT operation for the next financial year: Four big bets on business strategy and technology implementation.
Strategy in the use by employees of their own technology, use of mobiles and how social networking is impacting operations, customer experiences or the organisation: BYOD is now a necessity for the organisation.
Strategy for dealing with shadow IT and BYOD including influence and engagement with executives, to place the right controls around employee choice: Unified communications and applications.
Technologies being considered to enable transformation: Product rules engine, customer service rule engine, distribution rules engine.
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