Fiona shares her experiences (the good and the bad) in strategy, transformation, operational and culture change, with a focus on maximising customer and business value through innovation. Fiona is a business transformation executive with extensive experience and a track record of delivering large-scale change and results through business transformation.

1. Increasing Business Agility
& Customer Value Through
Fiona Phillips
Executive General Manager,
Customer Delivery, IAG
Lean Transformation

2. Increasing Business agility and customer value
through lean governance
Fiona Phillips
Executive General Manager,
Customer Delivery
iag

3. Who is iag?
iag is the name behind some of the most trusted
and respected insurance brands in Australia
• Our brands are in over 5.4M Australian
households
• We employ over 14,000 people
• We’ve been around for over 160 years
• Mutual based heritage; only a corporate
structure for 16 yrs
Who is iag?
3

4. • Threat of disruption is ever present
• Customer’s are demanding more and we
are no longer measured against other
insurers on service and value
• Changing nature of work demands we are
more agile and flexible in how we adapt
and deliver
• Higher expense base due to disparate
legacy systems
Case for change
4

5. Two strategic themes,
supported with data
driven, customer led
approach
How did we respond?
PeopleAgility
OrganisationalAgility
Leading Fuelling
• Kicked up our digital capability
& focus
• Lean Governance
• Incubation and labs
• Operational effectiveness
• Product and technology
simplification
• Customer journey mapping
and insights
5

6. Ingredients
✓ 1 Evangelist, seasoned well
✓ 1 Burning platform
✓ 1 Review of internal capability
✓ Bunch of high performing, easily influenced
individuals
✓ 1 Methodology, endorsed & understood at
senior levels
✓ 1 Designer
✓ 1 Customer journey map
✓ 1 Wall
✓ Small dash of partners to help bind capability
and method
The Recipe
6

7. • We have enough PDA walls to hold back the
white walkers
• Parts of our business have totally embraced it
• It has genuinely streamlined and simplified the
way we progress an idea to implementation
• Our cycle time from idea to implementation is
weeks not months
• CX improvements having daily, not quarterly
• We are still grappling with how continuous
delivery works in large technology programs
How’d we go?
And what lessons did we learn?
8

8. Your evangelist needs the right blend of
political savvy, kindness and tenacity to
move the organisation through this
Holy wars
will erupt
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9. Move the organisation from
technology owning technology to
technology being a core asset of
the business
The business of
business is
technology
10

10. Change needs to be both evolutionary
and revolutionary, solving for your
people, your customers and your
bottom line all at the same time
Calling something
“transformation”
scares the horses
11

11. Start small, incubate, test and learn and
use your team of influencers to spread
the good word
You need a
pied piper not a
cat herder
12

12. Invest heavily in selecting the “right”
leaders who are awesome networkers,
influencers and story tellers
Senior management
are the lock and
the key
13

13. “Most organisations know what they do,
some organisations know how they do it, but
few organisations know why”
Simon Sinek
Invest Heavily in
the ‘why’
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why?
how?
what?
Start with ‘Why?’
Think, act and communicate
“Inside Out”

14. Thank you