The LV= group is 170 years old and can trace its history to its founding as a burial service in the late 1800s under the name Liverpool Victoria Friendly Society. Today, with its lime green heart logo and funky name, LV= is better known for life and general insurance products.
At 24 in last year's CIO 100, CIO Richard Warner was marked out as a leader who had stimulated the business and one to watch for the future. This year, Warner leaps into the top five, having followed through on his promise and impressed the judges, while picking up other awards from different titles and organisations along the way.
In September last year Warner spoke at our very own CIO Summit, discussing the use of data in the insurance industry and how increased connectivity, growing data sets and the Internet of Things was going to fundamentally change the car insurance industry.
When did you start your current role?
Have you completed an MBA?
Order the following sources of advice/information by value to you:
1. Peer group
Technology strategy and spending
What is the major transformational IT project that has been recently completed, or is underway at your organisation?
Creating a new digital platform for our business units
What impact will it/does it have on the organisation?
Enabling significant improvements in customer journey, for both direct and intermediated customers, through improved ease of use and responsive design, while enabling increasing self-service. In addition, ability to more seamlessly integrate digital marketing initiatives and innovations. Expectation of significant improvements in customer satisfaction, conversion rates and operational efficiency.
Name your strategic technology suppliers?
Atos, Oracle, Microsoft, Azzurri/Avaya, Vodafone
What is the IT budget?
What is the strategic aim of the CIO and IT operations for the next financial year?
Delivering good quality day to day services in line with stakeholders needs and expectations
Managing our cost base to ensure value for money for our members and customers
Making technology delivery a differentiator
Being a source of innovation
Would you describe the CIO role as a transformation leader in your organisation?
Yes, essential to enable our businesses to succeed in their chosen markets
Describe the transformations you have led / been involved in, how did they transform operations, customer experience or the organisation?
During the last 3 years we have significantly transformed the operational and delivery capability of our technology teams, with a focus on enabling the business to grow successfully. This transformation has resulted in an 80% reduction in incidents, a 25 % increase in the volume of change delivered, and a signifcant reduction in planned expenditure on IT operations. At the same time, major changes have been effected in the underlying technology, ranging from new telephony and WAN platforms, enterprise roll out of Windows 7, and the adoption of mobile technology on a broad basis. We have also enabled new ways of working with the business, enabling them to adopt a test and learn approach to the development of new products, with a number of new life insurance products taken from concept to market launch on new platforms within 3 months. Managing our people through this has been an essential ingredient, and we have achieved externally benchmarked levels of high performance in the engagement of our people. Our successes have been externally recognised, with awards including BCS and Insurance Industry CIO of the year, BCS IT Employer of the Year, and Inusrance Tech Champion of the Year in 2013.
Beyond technology, can you describe a business transformation programme that you own or contribute to?
As a member of the Executive Committee, I am involved heavily in a number of core business initiatives, including the overhaul of our core financial capabilities, and the transformation of our Retirement business.
What key technologies are being considered to enable transformation?
Mobile and model driven development tools are being seen as key ingredients to enable our next wave of change. We are also pursuing a 'Digital Winner' strategic theme across our business.
What percentage of your applications / infrastructure is run from the Cloud?
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?
We have been adopting social media styles of application in our business to reflect emerging trends. In particular, we have launched Facebook-style applications to enable collaboration and knowledge sharing across our business which have resulted in improved customer service and reductions in call times.
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?
We have a shared programme looking at our end to end change model to consider how best to deliver IT through one route. We encourage BYOD, and indeed BYO app, and have actively promoted it. We have an open dialogue with the business on the costs of different choices and what we can and cannot support from a controls perspective.
Where do you seek transformational inspiration from?
Many sources - peers, public figures, our own people.
The CIO role in the business
Who do you report to?
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?
Currently in the process of defining this role although likely to report to me
What percentage of IT budget do you control and what percentage of IT budget does your digital peer hold?
The IT department
How many staff make up the IT team?(What is the split between in-house/outsourced staff)
500; 90% insourced
Describe the CIO’s management team, do you have direct reports that develop the relationship and services between the business and IT?
Business architecture team focused on supporting business strategy projects, infosec and risk
Strategy and architecture focused on developing technology strategy
Change Delivery focused on working with the business to develop the portfoilios of change and to deliver them
Service Delivery focused on delivering day to day operations, with a strong focus on customer and direct liaisons
Commercial services focused on managing the supply chain and property portfolio for the Group
Fast Track focused on hothousing business problems and applying innovative technology to resolve them
And how many log-in accounts do you issue across you organisation?
What is the primary technology platform? ( for example ERP, Website, trading system)
Varied by SBU but essentially policy administration, claims management and financial management