Lifestyle Services Group is a provider of packaged account products and services to the retail banking sector and manages mobile phone insurance in the UK.
IT leader: Chris Airey, IT & Business Change Director.
In role since: September 2011.
Reporting line: CEO.
How often does the CIO meet with the CEO: At least once a week.
Board level seat: Ops board as VC owned.
IT budget: £11 million cash.
IT estate and or number of log on accounts under the control of the IT leader: 1000.
Level of the workforce that relies on technology to carry out their tasks: 100%.
IT staff currently employed: 65.
Split between in-house/outsourced staff: 70/30 (70% in house).
IT management team and reporting structure: Six direct reports - Business Change, Divisional Director - Business Systems Delivery, Quality, Governance & Assurance, Divisional Director - IT Services International/Supply Chain.
Primary technology platforms at the organisation: CRM, Claims Management, Fraud.
Primary technology suppliers: Numero, Microsoft, Oracle, Fujitsu.
Significant strategic technology deals struck in the last 12 months: Numero for Contact Centre, Kcom for WAN/Voice.
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: New websites for Lloyds and Barclays, new workflow driven CRM, cloud based SOA – just going live, radical transformation of digitisation ratios, online claims for customers and tracking, single sign-on with Lloyds new Galaxy banking platform. Launch of Everything Everywhere deal next month. Launch of Phones 4U new insurance & service product.
In summary, shift to the web, legacy CRM replacement providing data for FSA evidence, claims handling efficiency, new business deals.
Did the above project reach its cost, timing and transformation objective: Cost and transformation yes, but timing slightly delayed in line with clients.
Business transformation programme – beyond technology – that the CIO owns or is a major contributor to: Responsible for Business Change anyway so all programmes. Specifically leading new CEO strategy programme workstream on operating model transformation including contact centre, training and logistics.
Strategic aim of the CIO and IT operation for the next financial year: Embed the new technology, drive out the benefits, help clients migrate their customers, help Lloyds transfer Verde to Co-operative, switch the IT team from legacy replacement to leveraging the capabilities of our insurable concern – the smartphone.
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: They are showing the way on social media monitoring of our clients insurance services and bottom-up recommending services for our account teams to take to clients. Mobiles are banned from the contact centre for FSA/privacy protection.
Strategy for dealing with shadow IT and BYOD including influence and engagement with executives, to place the right controls around employee choice: We are implementing Airwatch and Websense Triton to allow BYOD for senior staff – this is for email and collaboration etc at this point. Company devices for desktop and VPN due to FSA/DPA concerns with customer data.
Technologies being considered to enable transformation: Next steps are webchat/IM for customer interaction, internal SM for contact centre in particular. Thinking about how to use the smartphone capability for returning customers to where they were when they lost their phone or ipad. This is partly about helping them use iCloud etc.
Transformational inspiration sources: Walking the floor, listening to calls. Also spending time with tech start-ups and people who fund to see what I may think will challenge my thinking.