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#207

The financial services industry, including insurance, is undergoing rapid change in response to new technology. On this episode, we talk with Dr. Alexander Bockelmann, CIO and Chief Digital Officer at a UNIQA Insurance Group AG. Dr. Alexander Bockelmann is the CEO of the UNIQA IT Service GmbH and responsible for the IT at the UNIQA Insurance Group AG Together with his team, Alexander is building a new international IT shared service provider for the UNIQA Group, rolling out innovative new IT services across 19 countries. For more information and to read a complete transcript see https://www.cxotalk.com/digital-trans... ------------------ Check out all the CXOTALK episodes: https://cxotalk.com ------------------ Follow us on Twitter:   / cxotalk   ------------------ Excerpt from the transcript: What are the five dimensions of digital transformation? Digital has five different dimensions. Imagine a simple diagram with a horizontal and a vertical axis, the way we illustrate our digital approach is on the horizontal axis. We have the internal digital activities, which we did for a couple of years before all the buzzwords, basically in here. That’s everything that has to do with automation, process and product standardization, legacy modernization ─ all those activities; that’s the traditional home-turf of the CIO. The second dimension ─ the vertical dimension ─ is the external role, which is one of the key pillars digitization: “How are you approaching your customer?” And from an IT perspective, you have the internal employee as a customer; you’re business partners as a customer and your ultimate business customer. Each of those is part of our digital endeavor. We want to change how they experience the world on a daily basis ─ make it more value-driven. And not only do that for our customers but also our employees. Otherwise, we will not have the momentum that we need. So those are the framing two conditions. Within that little graph, you then have the dimension of data and analytics, which is very important for digital business models. And, the crown jewel is the development of new business models. And, underlying all of that, the key enabler to do any of that work is a cultural change in the company. If you don’t do that, your digital journey will not work very well. How do you create digital transformation in an organization? First, you have to take care of your business of today ─ your customers of today. You have to deliver on your promise. So, you need to develop and optimize today’s business, which is the automation, standardization, improvement part of the journey. Then you have the second phase, which is the transition phase moving from your existing business model; and augmenting that, strengthening that, with new business models. Then, you have to provide digital leadership. What is that? Imagine you landed on an island, which is your current state where you work today. Unfortunately, your boats are beginning to smolder and to catch fire. So, your old model starts to burn, and you have no idea yet what new boats you’re building ─ what the new business models will be ─ because nobody knows today what tomorrow’s silver bullet will be. As a digital leader, one of your key requirements is to manage that transition phase and keep your employers and peers engaged in that journey. The third phase is building the new business models. And there, it’s all about learning with the experience, not trying to reinvent the wheel by being the world dominator in the first step. Think big, start small, and learn from customer feedback. What advice do you have on digital transformation? First, take ownership, and leverage that sense of urgency. Kim Stevenson from Intel has a famous quote saying there are no IT projects, only business projects. Today, there are no IT leaders, only business leaders. Therefore, every new digital business model is an IT-enabled and empowered business model. So, CIOs should feel empowered to have a voice in that. Second, provide digital leadership. Your C-suite is may not be well-educated on new technologies. You have an opportunity for coaching and education there. And, whatever you do, do not build “digital strategy,” but a strategy for a digital world. That is a play on words, but it implies a completely different perspective if you design your strategy that way. And third, start now. Think big so your idea can scale, but start small and learn from your customers. Engage customer feedback as early in the process as possible to improve the outcome. If possible, engage your employees. Find change agents at all levels ─ from the C-level down to the individual expert at the desk ─ to carry the torch with you. Once we created the environment, a lot of people stepped up and helped us with our first steps of the journey.