reimagining_customer_experience_for_aegon

Enterprise Case Study: Delivering
a Market-Leading Customer
Experience for the Insurance
Sector
How Aegon and HCL are developing an agile and
customer-focused organization
Publication Date: 20 May 2016 | Product code: IT0004-000444
Charles Juniper

Enterprise Case Study: Delivering a Market-Leading Customer Experience for the Insurance Sector
Summary
Catalyst
Many insurance carriers are struggling to bring about the "digital transformation" of their
organizations. While insurance carriers are clear about the urgent need to act in response to changing
customer expectations and rapidly shifting markets, what is less clear is how to achieve this change in
a pragmatic and sustainable way. As a common challenge facing many carriers, this case study
provides a best-practice example of how global insurer Aegon has started to bring about the cultural
change needed to become a responsive and agile digital organization focused on the customer.
Ovum view
Ovum believes that Aegon is ahead of many of its competitors in confronting the strategic obstacles to
digital transformation in order to remain competitive, particularly in its mature, core European life
insurance markets. Aegon's executive leadership realizes that these issues are deeply rooted and
systemic in nature, and that the solution involves far more than implementing new technology,
changing processes, or adding a new app.
At the core of Aegon's digital transformation strategy is the cXstudio, a digital implementation and
delivery unit that is radically different from the rest of the organization in terms of its culture, structure,
and processes. The cXstudio has a dual role, both bringing about a step change in the
implementation of digital initiatives and how they are experienced by the customer, and providing a
demonstrable template of an agile, customer-focused unit that is driving wider cultural change across
Aegon.
Ovum believes the approach being taken by Aegon provides a sound model that many carriers facing
the challenges of digital transformation can draw valuable lessons from and should consider adopting.
Key messages
 Bringing about digital transformation requires systemic and cultural change as much as
technology change.
 Achieving this in a permanent and sustainable way requires an incremental, multiyear
strategy.
 Such a strategy should be defined in terms of both tangible benefits and more intangible but
critical cultural outcomes.
 A cXstudio-like unit can act as a catalyst for both realizing the benefits of digital initiatives and
driving wider cultural change.
© Ovum. All rights reserved. Unauthorized reproduction prohibited. Page 2

Recommendations
Recommendations for insurance carriers
Carriers must look beyond technology to be truly "digital"
Many carriers continue to see digital transformation as purely an IT issue and view digital technology
from an internal, organization-centric perspective. This often leads to digital technology being used in
a fragmented, piecemeal way and failing to offer an integrated and valued experience for customers.
For an effective digital transformation, carriers need to think beyond the technology and reassess the
structure, processes, and current skill sets of those parts of the organization that impact the customer
experience. This will ultimately lead to a structure and way of working that fuses business problem
identification, solution design, and digital deployment into an integrated and continuous process.
Carriers should see comprehensive digital transformation as a significant
strategic undertaking
Bringing about a comprehensive digital transformation is a significant undertaking for most insurance
carriers. It will require the active, visible, and sustained involvement of senior executives if the cultural
changes needed are to become "embedded" within the organization. In addition, it will require real
investment – of both capital and management resource – in the potential acquisition and development
of new skills and capabilities, organizational restructuring, and process redesign.
A strategy to support such a transformation must encompass both the tangible benefits, such as
shorter time to market or reduced delivery cost, and the more difficult to measure but arguably more
important softer benefits such as greater customer focus and responsiveness.
Carriers should consider a partnership approach to digital transformation
For many carriers, the significant degree of change needed as part of a digital transformation presents
a major challenge. Using an appropriate partner free from the influence of an organization's existing
culture can bring objectivity and offer a more effective way to bring about the required change. The
right partner can also offer carriers a means of accessing new capabilities and achieving the benefits
of digital in the short term, while they develop their own in-house skills over a longer time frame.
Cleary, selecting the most appropriate partner to support a digital transformation initiative becomes
critical. Carriers should not only undertake a detailed assessment of a prospective partner's digital
technology skills, but also evaluate its change management and insurance domain capabilities and
experience, as well as understand its potential partnership models.
Building an agile culture in Aegon
Setting the business context
Many carriers struggle to deliver a good digital customer experience
Most insurance customers increasingly want to manage their financial transactions and planning
through digital channels, particularly mobile. This need for carriers to interact with customers through
digital channels will only accelerate as those born in the last decade of the 20th century, all digital
natives, enter the market for insurance and financial products over the next few years.

However, implementing a digital strategy involves more than translating existing, often inefficient
processes to an online portal or mobile app. Some industries – notably the retail and travel sectors –
have set a high standard, with customers increasingly expecting a digital experience that is
transparent, simple, and as intuitive as possible, conducted through whatever channel is most
convenient for them. Beyond the simple usability of digital services, customers are increasingly
expecting providers to utilize their data to continually improve the experience yet further, such as
preemptively offering products and propositions appropriate to the customer's immediate situation or
life stage.
Although most insurers have begun their journey toward digital service delivery, many of these remain
a series of piecemeal, disconnected initiatives that fail to offer customers an integrated and valued
experience.
Structure and processes inhibit delivery of a good digital customer experience
Most insurers operate as a series of discrete functional units such as marketing, product strategy,
operations, distribution, and IT. This structure is often further fragmented by having separate lines of
business such as personal, commercial, property, auto, life, and non-life.
While one unit, often marketing or product development, typically "owns" a particular digital initiative,
the phases needed to deliver the project from initial idea through concept development, to IT platform,
and finally to operational execution, will involve multiple functional groups. These functional groups
often have their own unique set of external partners and suppliers that play a part in a project's
delivery.
This way of working often inhibits a carrier's ability to deliver digital projects effectively and fails to
enhance the overall customer experience as a result of the following:
 The final solution for a particular initiative is developed at the earliest stage of a project, often
from an internally focused perspective and without the involvement of all stakeholder groups.
This solution then becomes fixed as the only acceptable outcome, even though it may prove
not to be the optimal approach.
 Project delivery requires coordination across multiple groups, both within and outside of the
organization, significantly slowing the process and incurring management overhead and cost.
 Different groups may have different and often conflicting priorities. For example, a particular
digital initiative may be a high priority for the marketing group charged with driving new
product introduction, but a low priority for a compliance unit trying to minimize exposure risk
or the IT group faced with declining budgets.
 Project teams are often disbanded following project completion. This can mean valuable
insight and learning acquired through the course of a project is often dissipated and lost. The
temporary "task force" approach also exacerbates the tendency to see digital initiatives as
stand-alone projects without necessarily understanding the broader impact on the overall
customer experience.
 It can be difficult to understand true projects costs, with charges being incurred from different
budgets across multiple functional groups.

Systemic change was needed for Aegon to deliver its customer experience
vision
In 2013, in common with much of the insurance industry, Aegon Netherlands suffered from many of
the issues described above. The company's senior management understood the increasingly critical
need to deliver an excellent digital customer experience if it was to drive customer retention and new
business, as well as to counter the threat of new entrants. Customers must see the experience as
being of real value if it is to differentiate Aegon in a crowded and competitive marketplace.
Aegon's senior executive management also understood that to become fully digital meant they
needed to utilize a range of channels to fully engage with customers, and use this interaction to drive
a deeper understanding of their needs and requirements. While understanding and using digital
technology was instrumental in this, developing a culture that started from the perspective of the
overall customer experience was critical.
In addition, Aegon did not see its digital customer experience as a static destination, but rather a
process that is continually evolving as customer needs, products, and technology change. This
ongoing evolution drove Aegon to focus on "how" to develop a culture that was agile and responsive
to changing market and customer needs rather than look to build capabilities around the latest digital
technology.
This continual state of evolution meant that Aegon's existing project delivery processes, often taking
many months to meet the needs of the business, were not appropriate when improvements to the
customer experience were needed every few weeks.
Beginning the process of cultural change at Aegon
At the start of 2014, led jointly by the chief information officer (CIO) and chief marketing officer (CMO),
Aegon began to look at how it could bring about the required organizational change. The ultimate goal
was to make Aegon an organization that is customer-focused in terms of its culture, structure, way of
working, and supporting systems. This is a huge ambition, and one that will take a number of years to
fully realize. It was felt that to truly "embed" cultural change within the organization, Aegon should
adopt an incremental and evolutionary approach rather than a rapid big-bang strategy.
Initially, Aegon looked at acquiring a digital technology start-up as a way of acquiring both new digital
skills and "kick-starting" a more innovative culture within Aegon. Aegon had begun meaningful
conversations with a number of potential candidate start-ups, but ultimately felt that this approach was
unlikely to bring about the cultural change needed within Aegon.
It was at this juncture that HCL and Aegon, based on an ongoing sourcing relationship, discussed a
radically different approach to achieving its customer-focus ambitions. Aegon and HCL decided on
implementing a digital operating model framework, embodied within a new unit to be known as the
"cXstudio," with the aim of driving a step change in the design, execution, and delivery of Aegon's
digital initiatives. In addition, the cXstudio would provide a template for a working style and culture
suited to the needs of a responsive, customer-focused organization.
Aegon and HCL already had a very strong relationship stretching back some ten years. HCL provides
a range of IT services across a number of key Aegon business units, including pensions, life, general
insurance, and banking. In 2014, this relationship was further strengthened when HCL became the
sole sourcing partner for Aegon Netherlands.

cXstudio provides a digital operating model
The digital operating model encompassed within the cXstudio aims to overcome the systemic issues
present in many organizations. HCL already had some experience of working with clients in the
development of such operating models, having successfully established a similar jointly operated unit
for a major global bank, although Aegon would be the first insurance carrier to adopt this approach.
The cXstudio breaks down the functional siloes by acting as a permanent bridge between Aegon's
business stakeholders, responsible for developing the strategy behind its digital presence and
customer experience, and the groups responsible for delivering and maintaining that strategy. The
cXstudio uses "agile" concepts and methods to facilitate the rapid and responsive delivery of digital
customer experience initiatives. However, the cXstudio has a broader role beyond simply being a
digital delivery unit; it has a vital function as a template and catalyst for the wider organizational and
cultural change needed within Aegon.
Developing the strategy
Aegon and HCL began to develop a set of objectives centered on the cXstudio operating model.
These objectives, encompassed within three overlapping phases, are increasingly strategic in nature
and extend over a multiyear time frame:
 Phase 1 – Accelerate the execution and speed to market of customer experience initiatives
(first 12 months).
 Phase 2 – Incubate the digital skills and new ways of working needed within Aegon (first 12 to
36 months).
 Phase 3 – Provide a springboard for the cultural change needed within Aegon more widely
(from 18 months onward).
To achieve these goals, HCL and Aegon focused on five key elements that the cXstudio needed to
embody, which would be significantly different from the current way in which Aegon operated. These
included the following key elements:
 The overall operating model: The cXstudio needed to operate in a way that eliminated the
demarcation between business stakeholders and the IT delivery groups. This operating model
needed to ensure all stakeholders' priorities aligned around a single digital strategy, and
needed to bring significant and tangible improvements, including
 improving the quality of the digital customer experience
 reducing the time taken to deliver digital initiatives
 reducing delivery and implementation costs
 growing the digital skills that Aegon increasingly needs going forward.
 The people, skills, and structure: The cXstudio needed to embody a structure that
supported the required customer-centric focus, with an emphasis on coordination, agile
delivery, and customer-focused service design. At the same time, the cXstudio needed to
bring together, develop, or acquire a range of skills that more accurately reflected those
needed to deliver an excellent overall customer experience.
 Processes: The cXstudio needed to have processes that focused on new ways of examining
business requirements to drive innovation. The continually evolving nature of the customer
experience also required agile delivery processes that ensured constant reference to the

customer through online journey performance analysis to enable learning, insight, and
ongoing improvement.
 Governance: The cXstudio required responsive governance processes that allowed agile
delivery teams to adjust priorities and activities as a result of ongoing learning and insight.
 Budgets and cost to deliver: The cXstudio would need to move away from multiple
departmental project budgets to a single, fixed budget that would initially be cost-neutral (i.e.,
at the same current level), with the intention of reducing ongoing delivery costs over time.
Figure 1: The phases and objectives of the cXstudio
Source: Aegon, HCL, and Ovum
Implementing the first phase of Aegon's strategy
The location of the cXstudio is an important factor
Aegon's cXstudio was established in November 2014 and located in an 800m2 open-plan premises
five minutes from Aegon's global headquarters in The Hague. Where the cXstudio is situated is
critically important. It needs to be close to the decision-making center of an organization, but
separate, so that the prevailing corporate culture does not stifle the more flexible operating
environment needed within the cXstudio. Rick Mackay, IT director (reporting to the CIO) at Aegon
Netherlands summarized the issue: "the cXstudio can't be within the organization or the corporate
auto-immune system kicks in and kills it."
Each team operates as a multi-disciplined unit
The structure and ways of working within the cXstudio need to minimize the inherent issues arising
from Aegon's current organization. This need drives a number of key features that characterize
cXstudio's structure and operation:

 The cXstudio is structured around a number of teams, but unlike traditional project teams that
tend to be based on technical knowledge of a particular platform or software suite, each is
permanently focused on a particular aspect of the customer journey. For example, a team is
dedicated to all aspects of online product acquisition, including investigating a product,
requesting further information, illustration, product application, and the final purchase.
Although this structure sounds counterintuitive to the notion of flexibility, it means that each
team builds up a deep understanding and insight of the customer experience, which is
continually applied, refined, and enhanced in its daily work.
 To overcome the organizational silos and the need to coordinate multiple functional groups,
the cXstudio encompasses a broad range of skills and capabilities. Each team operates as a
self-contained "factory" with the ability to develop a potential solution in response to a
business requirement and then rapidly implement a demonstrable initial version – known as
the minimal viable proposition (MVP).
There are currently seven teams within the cXstudio:
 Online purchase funnels and forms: This team is focused on making all online purchases
as quick and easy as possible for customers. An example is the implementation of a
"quick-quote" calculation tool on the Aegon website.
 Connect: This team is focused on the online communication and self-service experience of
existing customers. It has delivered the "Mijn Aegon" portal – a single site where customers
can see and manage all of the Aegon products in their portfolio.
 The Aegon app: This team is focused on providing an integrated and comprehensive
experience for customers using mobile devices. It implemented the ability to open a new
account from a mobile device.
 Identity and access: This team is focused on offering customers easy and convenient but
secure online access, such as two-factor authentication.
 Digital advisor support and tools: This team is focused on making it easier for customers to
get advice from (independent) advisors and improving collaboration between advisors and
Aegon through digital tools such as the advisor portal.
 IT4IT: Looking at new ways to accelerate development and facilitate continuous delivery
within the cXstudio and Aegon more widely.
 Concepting and analysis: Provides service design and analysis support to other teams and
explores new business concepts that may be adopted by Aegon in future.
Each team typically consists of nine to 12 people, with a structure based on a scrum framework
encompassing a number of different roles. Each team operates as a close-knit, co-located group, and
although there are defined roles, these can be fluid, and the team works as a collective to achieve the
overall goals.
Each team includes the following roles:
 Product owner (PO): The PO provides the link between the wider business stakeholders and
the team. The PO's principal role is to ensure that the solution delivers the most value to the
business (even though the solution may be different from that originally envisaged by the
business stakeholders). The PO also manages the team's work backlog, which is a prioritized

list of the attributes and features required in the solution, often expressed in the form of users'
stories.
 Scrum master (SM): The SM ensures the team adheres to the overall scrum philosophy and
looks at how the team can fine-tune and enhance its practices.
The other roles within the team have more specific functions, with a strong emphasis on the customer
experience:
 Service designer, online journey analyst, and UX designer: These are principally
responsible for translating a business requirement into a potential solution through a deep
understanding of how clients interact with any new proposition offered by Aegon. These roles
examine quantitative feedback from each release iteration, such as dropout rates at key
stages of the customer journey. This learning and insight is fed back to drive continual
improvement and build the team's knowledge and experience.
 Business information analyst: Gathers business requirements and assesses the integration
of potential solutions with current and proposed business processes.
 Developer, functional manager, and tester: Responsible for developing and testing each
iteration of the solution.
Although the above roles sound prescriptive, in reality, members of the team usually operate in a fluid
and cross-functional way. A key characteristic of the structure is the lack of an overall project
manager, with the team managing and self-organizing itself around the work. Each team agrees to
implement a certain number of items from the backlog, with the aim of completing the work
incrementally within a single three-week "sprint" cycle.
Figure 2: cXstudio workflow and team roles
Source: cXstudio, Ovum

cXstudio staff needed a broad mix of skills
The initial budget assigned to the cXstudio was for 35 staff members. The majority were initially
employed by HCL, with some members of Aegon's marketing and IT groups also being seconded to
the cXstudio.
However, some of the key skills and capabilities needed, particularly service designers, online journey
analysts, and UX designers, did not exist within Aegon or HCL. A recruitment process was
undertaken, and although these new hires were technically employed by HCL, the interviewprocess
was conducted jointly, with both companies needing to agree on a candidate before an offer was
made. Many of these new roles were recruited from graphic design and online agencies.
Apart from the technical skills required, the recruitment process focused strongly on the "softer" traits
of candidates, such as evidence of a problem-solving mind-set, creativity, flexibility, and
self-organization and collaboration/teamwork skills.
cXstudio teams collaborate with stakeholders across the wider Aegon
The cXstudio collaborates with a large number of business units (BUs) across Aegon. These BUs are
the source of the cXstudio workload, and include
 the marketing group responsible for Aegon's online channels
 the marketing groups of Aegon's five major business lines
 Aegon's group IT function
 other units within Aegon that require an ad hoc online project to be implemented.
Which projects are added to the overall backlog are arbitrated by a steering committee that includes
the IT director, director of online business development, and the cXstudio's managing director and
chief product owner.
A range of techniques are used in the design and delivery of a digital project
A number of methodologies and techniques are used in combination within the cXstudio to support the
delivery of a solution. As discussed already, scrum and agile techniques are used to manage and
maintain the overall momentum of the project.
The "double diamond" framework is another important set of techniques used within the cXstudio,
particularly to ensure that the initial statement of requirements from the BU is fully examined and
explored to identify a comprehensive range of possible solution options.
The double diamond framework comprises two key stages – a strategy stage and an execution stage
– each of which has a divergent phase and a convergent phase (hence the name):
 Strategy stage: The business requirements are fully analyzed by the team, particularly the
service and user experience designers, online journey analyst, and business information
analyst. This is a divergent, expansionary phase where possible solutions are conceived and
explored. This is followed by a convergent phase in which the most promising solution is
identified and refined using the information available at this point. Techniques commonly used
at this stage include user journey mapping, user diaries, service safari, user shadowing, user
personas, and brainstorming.
 Execution stage: The initial solution is examined from a delivery perspective, with possible
implementation approaches fully considered and examined (divergent phase). From this, an

initial implementation task is defined (convergent phase). Techniques commonly used in the
execution stage include experience prototyping, user testing, scenarios, and A/B testing.
This process identifies key milestones for the overall project, which are further broken down into
workloads achievable within a single three-week "sprint" cycle.
While the sprint cycle is underway, the results of user feedback obtained using techniques such as
user shadowing or user diaries, or from analytics data gathered during trial deployment (such as
screen dropout rates and optimum engagement times), are introduced at a daily scrum meeting. At
this meeting (which is allowed to last a maximum of only 15 minutes), progress, issues, points of
learning, or insight are discussed among the entire team and any adjustments necessary to the sprint
delivery plan are agreed.
At the end of each three-week sprint cycle, the solution as it stands at that time is demonstrated to the
BU stakeholders. This allows stakeholders to witness the progress of the project and see the solution
as it evolves. It also allows learnings gained from the initial testing or deployment of the solution to be
highlighted, and for the requirements or approach to be adjusted if necessary in light of these insights.
Figure 3: The double diamond framework
Source: UK Design Council, cXstudio, Ovum
Outcome assessment
cXstudio has achieved Aegon's phase one goals
The cXstudio has been operational for approximately 18 months, and continues to be a work in
progress, but has already achieved many of the of the metrics identified as phase one goals and
continues to drive further improvement. The initiatives and solutions implemented by the cXstudio
have resulted in the following outcomes:
 a 56% increase in the volume of online customer traffic

 a 20% increase in the number of customer transactions now carried out via online or mobile
channels
 20% of claims reporting is now performed online
 cXstudio initiatives have had a significant impact in driving an approximate 20% increase in
Aegon's Net Promoter Score (NPS)
 the typical release cycle for a project/initiative is now 15 days, down from two months
 the use of "hackathons" within the cXstudio has resulted in a number of new initiatives that
are being either assessed or implemented currently, including propositions using home
sensors/IoT, intelligent messaging, and enhanced identity authentication.
cXstudio is driving cultural change in Aegon
The longer-term and strategically more important goal of driving cultural change in Aegon will always
be more difficult to measure. However, there is significant evidence that the cXstudio approach is
beginning to drive change across the wider organization. In part, this is because the cXstudio has
delivered many of the phase one goals, which is driving a higher level of acceptance and confidence
in the approach across the business.
As a result of the cXstudio, Aegon continues to grow a core set of skills and experience around the
design and delivery of a high-quality and responsive digital customer experience – a set of capabilities
that is increasingly critical to compete in today's insurance market. The cXstudio has grown from the
original 35 members of staff to 56, with an increasing proportion of these being directly employed by
Aegon.
Although the process of cultural change will take time and is still ongoing, a number of BUs that
directly interface with the cXstudio have now adopted aspects of the cXstudio's ways of working. The
adoption is being driven across the wider Aegon through the NEXT program. As part of this program,
cXstudio staff work with other BUs to examine their current working methods and look at ways these
can be modified to be more agile. The cXstudio staff will also continue to work with these groups to
provide ongoing improvement, guidance, and coaching until the agile culture becomes self-sustaining
within the BU. The NEXT program is currently being rolled out across all business units within Aegon
Netherlands.
cXstudio is evolving to an insight-driven model
As the cXstudio teams continue to gain a deeper understanding of the customer journeys and overall
customer experience through the use of near real-time analytics, the work of the cXstudio is shifting
from that of primarily a delivery unit responding to business stakeholder requirements, to a more
bidirectional relationship. This has two significant implications for Aegon:
 The learning and insight is being fed back into the wider Aegon, supporting the marketing and
strategy planning process with contemporary data and providing a means to quickly "test bed"
potential initiatives.
 The cXstudio is increasingly operating in a self-sustaining way and proactively driving
continual incremental improvement in the customer experience.

Lessons learned
Implementing the cXstudio has been a complex and far-reaching strategic initiative for Aegon and
HCL. Any organization looking to carry out a similar project will need to adapt the cXstudio model to
its own particular needs and culture, but the following are some key lessons that are likely to apply to
most enterprises.
cXstudio needs to be seen as a radical departure from the
organization's norm
There is a strong tendency in many organizations to continue to operate in familiar but often
outmoded and ineffective ways. To overcome this and bring about permanent change, any cXstudio
project needs to be clearly perceived as a purposeful break from the organization's usual way of
operating. Aegon projected this view in a number of ways:
 Sustained support and commitment from senior executives: Aegon Netherland’s CEO is
a strong and very visible proponent of the cXstudio initiative and continues to actively support
it. In addition, much of the initial sponsorship and the daily operation of the cXstudio continues
to be directly overseen by senior executives.
 Location of the cXstudio: Although the cXstudio teams work closely with other Aegon BUs,
it is in a separate (albeit closely located) site away from the corporate HQ.
 Acquisition of new skills: The departure from Aegon's normal ways of working was further
underlined by the need to recruit much of the cXstudio staff externally as the required skill
sets were generally unavailable within the insurance carrier's formal structure.
Articulate a roadmap with clearly defined interim goals
reinforced by tangible early benefits
Bringing about significant and permanent cultural change within a large and established organization
like Aegon takes a number of years to achieve. During this process, it is essential to maintain the
project's momentum and build confidence that the approach is delivering results. This should be
supported through a clearly articulated set of phased goals with an increasingly strategic impact on
the organization. To help overcome the inherent inertia and caution toward change initiatives typical of
many organizations, a roadmap should focus on delivering tangible benefits during the earliest
phases.
In the case of the cXstudio, Aegon and HCL identified reducing time to implement and delivery costs
as key phase one goals, and were able to demonstrate significant progress against these targets
within the first six months of operation. This in turn helped to drive greater acceptance of the cXstudio
approach among the BUs, allowing progression to phase two of the strategy.
Cultural change will not be uniform across the organization
Achieving the early stage milestones helps to drive adoption of the more innovative working methods
of the cXstudio by other groups within the organization. However, this is not a uniform process, and
for change to become securely embedded, different parts of a business need to be allowed to adopt
the elements most appropriate to their particular function and at their own pace. It is critical that the

cXstudio is able to focus attention on and fully support the "early adopter" BUs to allow a "ripple
effect" to spread the cXstudio ethos to a wider audience in an organization.
Initially, there was considerable variation in the willingness to adopt the cXstudio approach among
Aegon's different product marketing groups. However, the cXstudio teams identified those BUs most
open to new ways of working and developed a close working relationship with them. As a result, some
of these groups have already begun to incorporate some of the techniques and practices of the
cXstudio as part of their normal working methods. This in turn is providing proof of the benefits of a
more innovative culture to a wider cross section of BUs within Aegon, many of which do not
collaborate directly with the cXstudio.
Appendix
Author
Charles Juniper, Principal Insurance Analyst, Financial Services Technology
charles.juniper@ovum.com
Ovum Consulting
We hope that this analysis will help you make informed and imaginative business decisions. If you
have further requirements, Ovum’s consulting team may be able to help you. For more information
about Ovum’s consulting capabilities, please contact us directly at consulting@ovum.com.
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