IT Governance Symposium

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1 IT Governance Symposium Pour une gouvernance dynamique de l architecture d entreprise Vincent Carlier / AXA GMS

2 Contenu de la présentation 1. Vision d ensemble de l architecture d entreprise chez AXA 2. Objectifs de l architecture d entreprise 3. Cycle de Gouvernance d architecture 4. Mettre le métier à la barre : EA Roadmaps 5. Poursuite active de la convergence 6. Modè opératoires : clefs de la convergence 7. Conclusion 2

3 L architecture d entreprise chez AXA Dépasser objectifs de contrôle technique traditionnellement dévolus à l architecture IT Créer des axes de convergence plutôt que de contrôler la divergence Aligner objectifs du métier et de l IT Mettre initiatives IT au sein des plans de développement pluriannuels métiers Développer capacités cœur du métier de manière cohérente et concertée Maintenir la discipline héritée de la standardisation technique et de la poursuite de l efficience IT Simplifier le parc applicatif Poursuivre la convergence des solutions Maîtriser l obsocence et la standardisation technique Rendre visib gains financiers liés à l architecture 3

4 Cycle de gouvernance de l architecture Application Portfolio Management Framework for application life-cycle decision-making. Rationalize portfolio. Plan Enterprise Architecture Roadmap Enterprise Architecture Framework Fosters -IT Alignment Support Project Selection Solutions & Services Architecture review Operations IT Application & Service Management Asset Repository Reference library Improvement Projects execution Design Projects selection & planning IT Norms & Standards Technology Platforms industry standard technologies and products Training & Knowledge Transfer 4

5 Mettre le métier à la barre Les Enterprise Architecture Roadmaps Increase distribution power Develop target segments (customer-centric) Retain customers and innovate products Shift portfolio to higher ROE n.y.a n.y.a. n.y.a. 7.8 Reduce process complexity Extend into 2nd pillar business Extend business into banking Evolve to entrepreneurial model Claims Core, ATC, PVMS, Expertisierung, PFM, Scalepoint TPS Finex SAP CRM (incl. SAP BW) V3 KIS, KIS PC, CMS, ADU, Beraterlink GLX (Galaxy) TPR, RSV Policy Mgmt (Winflex?) Consolidated Provisioning systems (SAP CS?) AD, ADE/ AKK AXA Lausanne (36 Apps) BPO (Asset Mgmt, Risk Mgmt) SAP HCM (SAPHiR) Initiatives Key Artefacts 1 Increase distribution power 2 Develop target segments (customer-centric) 3 Retain customers and innovate products 4 Shift portfolio to higher ROE 5 Reduce process complexity 5.1 Prospero 5.2 Claims 5.3 Galaxy 6 Extend into 2nd pillar business 7 Extend business into banking 8 Evolve to entrepreneurial model 7 Develop & Manage Human Resources Key Mitones Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Vento low budget motor Common SAPHiR 09 Integration Commissioning Phase 1 Phase 2 AXA Lausanne Phase 1b Phase 2 MF/WF Rest P- ebird Workplace (Vista) one customer view Campaign & lead mgmt 7 Develop & Manage Human Resources Strategic initiatives & Heat Map 7 Develop & Manage Human Resources & Heat Map Claims (Core, ATC, PVMS, ) TPS Finex SAP CRM (incl. BW) V3 KIS, KIS PC, CMS, ADU, Beraterlink GLX (Galaxy) TPR, RSV Consolidated Provisioning system (SAP CS?) AD, ADE, AKK AXA Lausanne BPO (Asset Mgmt, Risk Mgmt,..) SAP HCM PDI Vento & banking commissioning models New AM platform Consolidated Roadmap Renforcer le continuum entre objectifs de développement du métier et ceux de l IT Utiliser un modèle pivot basé sur activités métier Lier initiatives stratégiques et développements informatiques Confier la responsabilité des Roadmaps au métier 2006 : Les plans de développement IT sont découplés des plans métiers 2007 : Les DSI pilotent Roadmaps 2008 : Les PDG pilotent Roadmaps 5

6 Première étape : Heat Map Initiatives Increase distribution power Develop target segments (customer-centric) Retain customers and innovate products Shift portfolio to higher ROE Reduce process complexity Initiatives Initiatives stratégiques stratégiques Extend into 2nd pillar business Extend business into banking Evolve to entrepreneurial model n.y.a. 5.8 n.y.a. n.y.a. 7.8 Total cost per initiative (in Mio) 7 Develop & Manage Human Resources Niveau Niveau d investissement d investissement par par Capability Capability 6 Small impact* Medium Impact* Large Impact* In term of level of investment

7 Deuxième étape : Heat Map * Claims Core, ATC, PVMS, Expertisierung, PFM, Scalepoint TPS Finex SAP CRM (incl. SAP BW) V3 KIS, KIS PC, CMS, ADU, Beraterlink GLX (Galaxy) TPR, RSV Policy Mgmt (Winflex?) Consolidated Provisioning systems (SAP CS?) AD, ADE/ AKK AXA Lausanne (36 Apps) BPO (Asset Mgmt, Risk Mgmt) SAP HCM (SAPHiR) 7 Develop & Manage Human Resources Impact Impact sur sur applications applications par par Capability Capability Capability provided Capability needs enhancement or replacement Capability to be created 7

8 Troisième étape : Consolidated Roadmap Initiatives Key Artefacts 1 Increase distribution power 2 Develop target segments (customer-centric) 3 Retain customers and innovate products 4 Shift portfolio to higher ROE 5 Reduce process complexity 5.1 Prospero 5.2 Claims 5.3 Galaxy 6 Extend into 2nd pillar business 7 Extend business into banking 8 Evolve to entrepreneurial model 7 Develop & Manage Human Resources Key Mitones* Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 low budget motor Vento Phase 1b ebird SAPHiR 09 Phase 1 Phase 2 one customer view Workplace (Vista) Campaign & lead mgmt Common Integration Commissioning AXA Lausanne Faire Faire apparaître apparaître lien lien entre le métier, le modèle et changements changements informatiques informatiques Phase 2 MF/WF Rest P- entre le métier, le modèle et Claims (Core, ATC, PVMS, ) TPS Finex SAP CRM (incl. BW) V3 KIS, KIS PC, CMS, ADU, Beraterlink GLX (Galaxy) TPR, RSV Consolidated Provisioning system (SAP CS?) AD, ADE, AKK AXA Lausanne BPO (Asset Mgmt, Risk Mgmt,..) SAP HCM PDI Vento & banking commissioning models New AM platform 8

9 Poursuivre activement la convergence Rechercher opportunités Identifier synergies / points de contention Identifier opportunites de convergence entre compagnies (en s appuyant sur un modèle commun de ) A Key Mitones B Key Mitones Key Artefacts Q2 Q3 Q2 Q3 Q2 Q3 Q3 Q1 Q4 Q1 Q4 Q1 Q4 Q1 Q2 Q4 Key Artefacts Q2 Q3 Q2 Q3 Q2 Q3 Q3 Q1 Q4 Q1 Q4 Q1 Q4 Q1 Q2 Q4 Initiatives / Propositions Initiative 1 Initiative 2 Joint life factors pricing improvements Pension Term Assurance Delivery of new WOL or FIB products Premium reviews & alterations Products and delivery mechanisms for D2C sa Initiatives / Propositions Initiative 1 Initiative 2 Joint life factors pricing improvements Pension Term Assurance Delivery of new WOL or FIB products Premium reviews & alterations Products and delivery mechanisms for D2C sa Capability 1 Action Plan 3 Sigma process Reduce non Value Add transactions Roll out Process Org Stabilised Ownership Org Implement unified Call Centre + Capability 1 Action Plan 3 Sigma process Reduce non Value Add transactions Roll out Process Org Stabilised Ownership Org Implement unified Call Centre Implement 3 sigma action plan 3 sigma achieved Implement 4sigma action plan Implement 3 sigma action plan 3 sigma achieved Implement 4sigma action plan Example Example IT Assets / Application 1 Tandem MIS Requirements & gap analysis Quick wins replacement Architectural Automate framework; SBPR / plan fit of MI Building the infrastructure and tools, adding data (and ownership of data), complete ABM development to decommission existing MI systems - in line with business activity broader IT architecture evolution IT Assets / Application 1 Tandem MIS Requirements & gap analysis Quick wins replacement Architectural Automate framework; SBPR / plan fit of MI Building the infrastructure and tools, adding data (and ownership of data), complete ABM development to decommission existing MI systems - in line with business activity broader IT architecture evolution Des initiatives stratégiques sont-el concomitantes sur le même domaine d activité métier? Des solutions peuvent-el être partagées? 9

10 Définir Modè Opératoires pour comprendre besoins de partage Initiatives / Propositions IT Assets / Key Artefacts Initiative 1 Initiative 2 Capability 1 Application 1 Key Mitones Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Joint life factors pricing improvements Pension Term Assurance Delivery of new Products and WOL or FIB delivery products mechanisms for D2C sa Premium reviews & alterations Reduce non Value Add transactions Action Plan 3 Roll out Process Org Sigma process Ownership Stabilised Org Implement unified Call Centre Implement 3 sigma action plan 3 sigma achieved Implement 4sigma action plan Example Tandem MIS Requirements & gap analysis Quick wins replacement Architectural Automate framework; SBPR / plan fit of MI Building the infrastructure and tools, adding data (and ownership of data), complete ABM development to decommission existing MI systems - in line with business activity broader IT architecture evolution + Process Integration Integration Process Integration Coordination Coordination Full Life Diversification Diversification Individual P&C Variable Annuities Unification Global Lines Unification Protection Replication Replication Direct Bank Low Process Standardization Low Multi Access 3rd Party Bank Process Standardization Support Functions Direct P&C Emerging Markets La définition des modè opératoires par Capability permet d identifier objectifs de partage et de standardisation des processus métiers et des solutions informatiques La standardisation ciblée du cœur de l activité permet l adoption de solutions d entreprise préparatoires à la modularité du métier et de l IT 10

11 Analyse des modè opératoires* Coordination Shared customers, products or suppliers Impact on other business unit transactions Operationally unique business units or functions Autonomous Coordination business management unit control over business process design Shared customer/supplier/product data Consensus process for designing IT infrastructure services; IT application decisions made by business units Unification Customers and suppliers may be local or global Globally integrated business processes, often with support of enterprise systems Unification units with similar or overlapping operations Centralized management often applying functional/process/business unit matrices level process owners design standardized processes Centrally mandated databases IT decisions made centrally Process Integration Low Diversification Few if any Shared customers or suppliers Independent transactions Operationally unique business units Diversification Autonomous business Management unit control over business process design Few data standards across business units Most IT decisions made within business units Replication Few if any Shared customers or suppliers Independent transactions aggregated at a high level Operationally similar business units Autonomous business unit leaders with limited discretion over processes Replication Centralized control over business process design Standardized data definitions but locally owned data with some aggregation at corporate Centrally mandated IT services 11 Process Standardization Low * Issu de Enterprise Architecture as Strategy

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