The UK division of French company AXA has its headquarters in London with a focus on three key areas - healthcare, wealth management and insurance.
The current Group CIO and COO of AXA, Kevin Murray, previously worked in various departments 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.
What is your job title?
Group Chief Operating Officer
When did you start your current role?
Have you completed an MBA?
Order the following sources of advice/information by value to you:
3. Peer group
Technology strategy and spending
What is the major transformational IT project that has been recently completed, or is underway at your organisation?
Digital Transformation Project
What impact will it/does it have on the organisation?
Levergaes Mobility, Social Media, MDM/Big Data, Cloud and Security to interact more with our existing and potential future customer base to increarse product sales and service.
What new strategic technology deals has your organisation struck and with whom?
IBM/MDM, SalesForce, Oracle HR, Citrix VDI, Nexus/Lexus, Gartner, MircoSoft 365, TCS
Name your strategic technology suppliers?
What is the IT budget?
What is the strategic aim of the CIO and IT operations for the next financial year?
To continue the Digital transformation underway - reducing cost, increasing evenues, and providing ustomer service that will retain and attarct new customers. Included is MDM/Big Data analytics (Usage Based products, Telematics and Property), Mobility apps that both keep our customers enagaed and happy, and security thst mainatins our reputation and customer trust.
Would you describe the CIO role as a transformation leader in your organisation?
Absolutely, transformation must begin with enabling technologies that the our 4 businesses (Wealth, Health, Commercial P&C and PL P&C) can leverage and exploit driven by their respective business strategies.
Describe the transformations you have led / been involved in, how did they transform operations, customer experience or the organisation?
As the COO and CIO I have been able to set tranformation strategies that benefit both our operations and customer experiences. The transformation of our call centers and blending them with digital capabilities in an example. They can not be thought of as seperate strategies. They must work together as well as leverage each other. Biometrics, Video Chat, Text Chat/Telephony/CTI and mobilty apps leveraged for call centre use are a few examples.
Beyond technology, can you describe a business transformation programme that you own or contribute to?
Operations and Lean Management is one. It focuses on first documenting the existing Business Architecture of our busineses and then setting the strategic target Business Architecture with the UK CEO's . Gaps are then identified and prioritized for execution.
What key technologies are being considered to enable transformation?
Cloud. Platform/software as a service can get us ther faster and more economically. Being the best at engaing our customers with good mobity apps will be key. Security is a must. And Big Data analytics will reinvent the insurance business.
What percentage of your applications / infrastructure is run from the Cloud?
Approx. 20 percent
How is the use by employees of their own technology, use of mobiles and social networking impacting operations, customer experiences or the organisation at present?
Many of our employees know and use mobile app and social media better than the orgainization does. It wound be silly not to tap into and leverage this. Also mobile devices and social media promote collaboration, idea sharing and more engagement with the organization.
Do you have a plan in place for how to deal with shadow IT and BYOD. How do you influence and engage executives, place the right controls around employee choice and engage with the organisation on this issue?
BYOD is in place and working today. It's a must for employee engagment and its less expensive for us. Shadow IT can be beneficial in few ways. Within existing programs and projects its important to implement as much enabling technology as possible that can then be leveraged for future projects. It's this stealth IT that I believe all CIO's are reponsible for. Mobility and Gaming is a second useful spot where prototypes can be designed and developed for business use off the radar. This promotes innovation and gets prototypes off the ground faster. Not all make it to business use, but many do.
Where do you seek transformational inspiration from?
Lots of reading and also becoming part of the business even beyond good partnership. Tranformation can come from really knowing and understanding business strategies as well as their pains.
The CIO role in the business
Who do you report to?
CEO/other. As COO/CIO I report to the group CEO - this really helps
Do you have a seat on the board?
How often do you meet with the CEO?
Does your organisation have a digital leader and what is the difference in their responsibilities to yours?
I share these roles and duties with the CMO. I focus on Ops and Technology and see focues on Brand and Marketing. There is much gray area and we worl closely on these issues and opportunities.
What percentage of IT budget do you control and what percentage of IT budget does your digital peer hold?
I control Ops, Technology and infrastructure. So close to 100 percent. However strong governance insures business driven approvals and sponsorship on all large capital spends.
The IT department
How many staff make up the IT team?(What is the split between in-house/outsourced staff)
About 1200 of which 300 are outsourced.
Describe the CIO’s management team, do you have direct reports that develop the relationship and services between the business and IT?
Yes. Most importantly a Business Arcitecture Team(CBA) and an IT Architecture team (CTO) that is responsibile for all architecture and business requirements as well as the relationship with the 4 businesses.
And how many log-in accounts do you issue across you organisation?
What is the primary technology platform? ( for example ERP, Website, trading system)
Website, Wealth Management, Trading Platform, Claims, Policy Admin, Direct, Broker, Customer Service.