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BTOES Insights Official
April 19, 2022

BTOES Financial Services Live - SPEAKER SPOTLIGHT: Drive the effectiveness of Digital Finance Transformations

Courtesy of Swiss Reinsurance's Mark Hookey below is a transcript of his speaking session on 'Drive the effectiveness of Digital Finance Transformations' to Build a Thriving Enterprise that took place at the Business Transformation & Operational Excellence Summit in Financial Services Live.

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Session Information:

Drive the effectiveness of Digital Finance Transformations

Steer sponsorship and executive management. Accelerate change and adoption of solutions. Build effective learner structures

  • More projects fail than succeed. This is especially true of Digital Finance Transformations that often take years.
  • Most fail not because of technical difficulties with the project or the software. But, because people are not on board with the change.
  • The first factor that leads to failure is sponsorship. By sponsorship I mean, executives that truly support the project. They walk the talk, provide resources, and remove roadblocks.
  • Less than 10% of projects succeed without a sponsor.
  • The second factor is having a structured approach to people change. It’s up to 6 times more likely to succeed if there is a people change management approach in your transformation.
  • It doesn’t really matter which approach you take just as long as you have on.
  • The third factor is leadership communication. Business messages are always more powerful coming from senior executives. However, if the changes impact me personally then the person I want to hear from is my line manager.
  • Taking care of these three simple factors can significantly accelerate your transformation. 

Session Transcript:

Other presentation from Mark Hooky from Swiss Re, given to us from the wonderful country of Switzerland. And we were just talking about what a fantastic place that is, and I want to see a view out of his window.

Mark has spent over 30 years. It has more than 30 years inexperienced in the transformation world and change world.

He's done across a wide range of individual industries. And it looks like we have some common ground. And I'm looking forward to Mark mentioning that.

But just super, and his experience ranges from, think we're going to turn the manufacturer to the exotic Robotics investment bank. And I'm not going to ask you which one you like more and Mark and I put you on the spot. And he enjoys it, calls swim in the frozen lakes of Switzerland. Particularly Zurich, which is not too far from his house. Without any further ado, Mark, it's all yours.

Then, thank you very much, Chris, for up on the role.

Welcome and I loved your presentation before hand them the story and the hero's journey, especially around the leadership topic.

Super powerful. Levers me scared. Philip, my presentation, full of pictures would be too much Next time, next time, I'll have many more. Many more pictures the next time. Thank you very much for inviting me to join this amazing event.

Mark Hookey ImgI'm so honored to share with you briefly some of that experience on the people side of digital transformation, you know, after those two years of running change and transformations and leading large-scale activities around that.

Before I jump in a little bit, let me just introduce you a little bit to the company. I'm currently working for Swift.

Great insurance, is not a very well-known company in the market place, but it's in the background, in many, many places.

So we ensure they pay insurance, develop the insurers, go to underwrite the risks when they come to us, For example, We also ensure big risks and catastrophe.

And we're here to make the world more resilient.

That's really our mission and drive a level of resilience in the world. So that when bad things happen, the world can rebuild itself fast.

That, after such events, a good example of that is the Tokyo Olympics.

Now who would ever have gas that the Tokyo Olympics will have a problem and be postponed?

Well, we showed the Tokyo Olympics and many hundreds of millions.

Tokyo Olympics were able then, to be put on, again, the following year, and then I have a sixth of successful Olympics a year later.

Because those insurance in place, they can rebuild the Olympics deliver an incredible event.

Another perfect example in the world, the cost is big.

And all of the related losses that go with that role of the business continuity, challenges. Large scale events that were canceled, the etcetera aircraft, and airline is losing so much income.

Well, way over the last two years, paid out over $4 billion, home-made related claims on support for businesses and also for people, just individual to be able to rebuild their lives after the pandemic the challenges that come with that.

So, when things like hurricanes typhoons make landfall?

Say, in New Mexico Gulf, for example, no one that hits the big city, the local insurance, will ensure prompting the businesses that. I mean, they would go out of business. when a large-scale hurricane hits like that.

So the local insurers then also on the likes of us, then to underwrite and show the insurance so that they can still stay in business.

And, you know, pay out of the rebuilding their homes and businesses live, then after such catastrophic event.

Now, you know, we cannot make the world more resilient in that way so that the world can recover, after such, terrible event.

If we did not have a resilient Balance sheet, you know, you can't pay outflow of billion US dollars.

In two years, I'm still in business, if you don't have a secure, resilient balance sheets, And that's where our finance, digital transformation comes into it.

As we, you know, have aging infrastructure that sort of 35 years old, you know, general ledger, literally.

And over the last five years, we have gone through significant transformation on a general ledger and other digital tools by Analytics, both a robotics AI, which Christmas, so, in, just about, in the previous presentation, for example.

Btog CTAAnd it's not just taking a journey of system, but also significant changes, two operating model, and developing the organization, along with the digital transformation looking thing, influencing.

But before I, kind of jumping to then how we accelerated the transformational change, let me give you a little bit of a story, Oh, I'd like to begin with a story.

So, when I was young, my main goals was kinda.

And there is nothing that Bank can, moving down, like, water, where the river gets fast, rapid, the water is churning, very high adrenaline.

What I most enjoy was the fact that you cannot think about anything else the time.

When you're right in the middle of those waterfall rapid, you have to 100% be present in the moment, and yet still kinda keep an eye out on Watson, where the big growth coming towards you. Or I say no, so that you can pick the best route, then to continue Down River and, you know, don't get stuck.

Of course, you know, being in England, growing up, and do my kind of like the second best thing after a good session will go going down the top Berge right.

And one day when I was in the pub Patrick canoeing session I was talking.

So my Canary touch about my first managerial job, but I had just landed.

He said something to me, then, but was stuck with me throughout the years.


Leading people is just like canoeing down a river.

Sometimes, it's gladden column and your gliding along easily.

Other times, it's changing rapidly just like white water.

And to navigate the river successfully, you have to practice some basic skills.

So you can be agile when you need to be.

You know, when that whitewater turns up, you still have to be present in the moment and be aware of what's going on around you. Keep an eye on, you know, what's ahead.

He also said, you know, when people are following behind you, when you're the leader, that was my new role just going fresh into a managerial job.

He said you must also teach the skills.

So your team, you should show them the way if you're in front and constantly communicate the direction turn left here to go that, so that they can follow you successfully down the river.

It was a profound pints of that evening.

I didn't appreciate the wisdom until years later, but not following his advice.

Well, the thing is, because actually slow may very, very well indeed.

And it's a great analogy for beam coats and needing change, especially when you get into that whiteboards when transformation is coming.

Are large scale pumps, swift?

ahead of you and if I raise one certainty in business nowadays it is change and you know that change is coming fast, Fast. Almost.

Every day when we see topics like automation, robotics, AI, you know, just in the last 10 years alone, the capabilities of robotics that's significantly increased in just the last 10 years and all the digital tools that come with. That. With things like reporting analytics, you have these kind of tools that are now available.

Keeping up is a challenge in just, it's up.

Most of my career has been managing transformation of some kind.

Starting in the project management world of the time, I'm running many, many projects, like, realize the WIPA project.

It was not necessarily technical parts of the project.

The typical, you know, yes, the complex yes, there's lots of things to think about.

Eagle with IT implementations Often very complicated.

But there was always some way of finding a solution or planning the resources, or managing somehow with a budget.

What I found became most challenging, though, was convincing people, stakeholders to adopt the change.

Even if you have the best the business case, in the world, somehow, people would still not want the project implemented, and there would still be resistance. I found, was the most difficult part of implementing projects and transformation.

So taking the road miles, canoeing, coaches, advice, I started to study change and the practice, the skills of leading people successfully through change and transformation.

That's what I want to share with you a little bit today, a few gems of knowledge on one simple formula for that simply accelerating and leading change and transformation.

So, a little bit about the finance transformation that we have been through, over the last five years, believe it, or not the kind of, second transformation that we're right in the middle of, but I can give you insight into the case study that we've implemented over the last five years.

Our Atlas program, that was the name for our project, has five true goals, and I think a lot of digital transformation, they have something similar, all these goals.

For us, it was about reducing the court close lead time.

We have a better, they go to close process than the insurance industry, were significant, but we want to reduce that so that, you know, for our financial reporting, it's not like looking in the rear view mirror located already, you know, 10 kilometers or miles behind us.

28But, we're really looking at what's right in front of us when it comes to our financial results. And this has been proven even more important in the curve endemic to know exactly what's going on.

They're not financial numbers right now, rather than waiting, you know, almost two months to understand what are financial numbers up.

Multi valuation account say, you know, in the finance world for many different bandwidths of accounting for all of your local accounting standards across all of the different countries you're operating in the US. Gap.

And we have a new accounting standard for insurance and we go for us, which is coming our way, which we have to implement the new regulations over the next two years ago, two years ago, so that multi valuation accounting was really gotten to optimize that standardize that as we go.

Trust standardizing processes.

I think this has become a must for large scale organizations tonight.

Another topic that's also important to money finance in the finance industry is eliminating or reducing the financial reporting risk misstatements that will finance it.

They hit on your balance sheets. Never a good thing in the financial industry.

So reducing the financial risk, reducing the failure modes, the errors potentially happening etcetera.

That has been a big focus of ensuring that we have the right strong financial controls in place for our investors for our customers.

That comes to the final goal, which was then really around, become a trusted advisor to the business and to our funds, so that we can support them in delivering and growing business.

Focus, though, making sure that our balance sheets is less than robust as possible.

So, a big part of that has been upgrading our existing stock ledger technology, all that ensure kinda the accounts.

And even internal cost allocation systems which I know can be a bit of a challenge in large organizations with multiple legal entities having to track all of that cost allocation tax purposes.

And then implementing a new SA, the general ledger globally as well. And this has been a big driver in terms of our operating model as well.

So, you know, not only were we faced with changing all of our core financial systems, you know, some of those new digital tools such as stargate, various analytical reporting, tools, mentioned robotics, so that even some, you know, growing AI tools in the mix, we also dramatically changed our operating model and the organizational structure doing offshoring and outsourcing all at the same time.

And it was clear that in the early part of that transformation there was a large amount of resistance to that change.

Because basically changing everything from systems, people's roles and responsibilities, the organization, the location, we're working problems. It's only natural.

We're going to face large scale resistance.

So what I wanted to share with you, then, specifically, some of those gen lessons we learned, along the way how we were able to write letters.

The adoption of those transformations along the way.

So a few, Cajuns, are the facts for you.

The first days, no more projects, fail.

I think this is relatively well known around the industry today. This is especially true with digital transformation.

Worse rates of success, sometimes because, by their very nature, they are Code labs.

And often involve large systems, like Oracle, or able to take many years to be implemented, You know, most of these projects, bow low. Because there are technical difficulties with the likes of your stuff like that.

I'm the project software.

But because people are not on board with that change, not adopting the chains and all excited about change in the resistance naturally comes the birth.

But to help accelerate change is sponsorship. Avoiding failure is to ensure that you have sponsorship in place and by sponsorship.

I genuinely mean, you know, ... ticks that truly support project. They walk the talk, they provide the right resources.

And they removed the day roadblock.

And less than 10% of projects succeed without assaults.

And what's better than having one sponsor?

Well, other drops, so stop the flow of the book.

Yet, that's not necessarily just go for one spot.

So we actively focused on creating sponsors. We started with the big executives.

We trained him up very much, very proactively use timber. when trying to almost told me what he needed to do when he needed to communicate, when they have to be active, when you have to help with the roadblocks, these kind of thing.

Once we've got him into it, good, Highly supportive position of the sponsor, then, we started working on building up a sponsor coalition, so, finding the next one. And, you know, teams and divisions that we still have large impacts.

and we train them up. We gave them a clear all, and we expect them, the communication of the leap into immunity.

Screenshot (4)By doing this, we built up a structure coalition of sponsors, Very active, proactive coalition of sponsors, that was, one of those boxes left.

Project didn't fall apart.

The project continued, even after all big executives didn't leave to go on to another company.

Another sponsor quickly stepped into this role while we continue driving the project forward.

The second factor, then, is having a structured approach, so that people change jobs.

It is genuinely up to six times more likely to succeed.

If there is some over people change management approach in your transformation now.

It doesn't really matter which approach you take, just as long as you have one, and it is applied in your transformation.

Now, in the Atlas program, we started our journey applying pro size, add card change management approach that cost them for the phases. Awareness, desire, knowledge, ability, and the reinforcement.

That's not an approach. Very aligned to implementing IT systems.

However, we found that it fell short.

The cultural and organizational changes we were making.

So what we ended up doing was using that combination of priceline dot com, geeze, change, acceleration process, learn to cap.

They implemented along things like Lean six Sigma or as part of that Change approach.

So, we combined the best of both approaches, that car a little bit.

The structure on the IT rollout focus, then, for the organizational changes, the operating model change.

It brought in some of the good aspects of building vision, etcetera, out of the change, it celebration probes as well.

This gave us very effective, repeatable process.

We could work for every one of our project implementation.

As part of our Atlas Program, actually at that 10 project as part of that Atlas Program, we were able to cycle through the project year by year very rapidly by repeating the change process implemented.

The third factor, then, is leadership, communication.

And so, we really use the science behind this.

The business messages are always more powerful coming from senior executives, and that's what we would need to our sponsors. So they were all the executive business messages.

However, you know that change is impacting the employees, the first amendment.

Then the person that they want to hear is the line manager, that boss, when we all know, somebody natural, that, you know, when the boss says something is important, no, we tend to do it.

And, you know, wonderful leaders, I'm sure, like some of you, but on patrol, rarely play the most important role in change.

So, activating online manages to play very important role in the transformation laws, actually current difficult that's thought we were met with resistance because they were also being impacted by the change.

So, you know, we tried many different ways to involve them in the process by running big collaborations, HubSpot events, getting them to shape the strategy with us, making important goals, these kind of things.

So that they really started also to deliver the message through the line manager, community in our organization.

So the three factors we really focused on very heavily, based on the proven success, factors of any change and transformation.

Sponsorship, having a structured approach to change, and then using the preferred send messages to maximize the impact.

There are many approaches to accelerating change, and also accelerating people learning curves as well in the last change and not learning curve, not always looking for simple, practical, and tried, and tested formulas to apply because often the simpler one sends out the best impact.

Mark Hookey ImgAnd, so, I wanted to share with you this simple formula that works super well for accelerating all change in IT change, digital change, cultural change, or organizational change list of what's super well for us.

In the Atlas program, to accelerate the adoption of our transformation, the projects that we've implemented, this is addressing by nay.

An individual team, lead them at the business level.

Now, when you can take these five needs at a very surface level, just take them as they're written, or you can take a much deeper psychological level, as, Well, it's not so important. You know how deep you go with this.

The formula still works. And it links to things like Maslow's Hierarchy. If the server's actually put some deep psychology underneath that, you don't necessarily need to know that. This will be effective.

So no, first of all, to be able to change, I need to be no, by saying, I need to be recognized, we know that the change is impacting me.

You need to be able to say, Hey, I'm here.

I need to be thinking around things, but I am seeing impacting personnel that the team is being impacted, this is super important, just like birth basic needs.

If I'm not feeling, but I'm being seen, are recognized in that process, the automatically I'm going to resist even before you stop thinking, Second one needs to be.

Sure, I have a deep experience about the processes that are running, the job that are doing.

I will have an opinion on what works well, what does not work? Well, what pain points off?

So, you know, I can see something, potentially, that's not going to work.

I want to be heard on a list.

In the process of change arm with transformation that's coming, know, the tools that are being implemented.

Another really good on my requirements for that, doesn't necessarily mean that I expect that everything below site gets implemented, but at least I've been able to have lifestyle.

But then it's, I want to be respected.

And, again, it doesn't necessarily mean I want to be a great way, but, but I am at least respected.

My opinion is valid that I am impacting our respective, called, that I've also done translation, haven't caught so well for my history, biology. Now, this is one area where the fact that people are being impacted by the change.

If you ignore that, and ignore the impact to people, that can turn people off very quickly, to adopt and change, these first three, kind of go together as a group thing.

Then, the fourth is, my need to feel safe.

And, you know, my role is changing, localization is changing. Luckily, we have new digital platforms that, you know, I'm not comfortable with, or what used to work on a particular system for 35 years.

We have those kind of system, I need to feel safe, secure. But, you know, the change is going to be OK.

Even in massive re-organization, that people will not necessarily have a job role, If you take care of them in that situation, allow them to feel safe and that you're all going to check for.

That can also have a huge impact, even if the organization's significant change it.

And last, I need to feel that I belong. We all like to be part of the community, being part of that group, going for the change.

And even you can use that to your advantage by creating, you know, leading groups that, ah, you know, getting the system's doing dry runs on these kinds of things.

Really accelerate digital uptake of your new system.

So, you know, when all of those five needs met, then people aren't ready to change that.

I think, equally, as relevant in life, but there is no driving the digital transformation, and I'm sure, you will, all experience situation changes your projects of transformation, where, you know, maybe you tried to have your side pointed out. Although we've got a problem.

Not going to be easy to implement it, like that.

And you know, when that was the batted or why or not considered, then no one's listening when no one is listening to you, that can be very frustrating.

So, you're not addressing the needs of your teams, and your customers, or that your stakeholders can significantly accelerants the adoption of the transformation.

And, you know, it can be very simple to drive that focus on each of those things.

You can even get your sponsors to say something like, No, I see that you're impacted, I would like to hear your view, because I respect your opinion.

I can assure you, the new system is type Data, Yeah, And, you know, you're part of this large group. Go improve our transformation.

Within that short paragraph, you've addressed, oh, by me, in almost one instance.

It can be a very simple formula, super powerful, accelerating the adoption of the chain, especially when you get those land managers. Try not to understand that.

Speaking that way, Adoption can accelerate very, very quickly.

And actually, we got to the point two years into our atlas journey, but people were so excited to get our new general ledger.

The rule must have the opposite problem, The business and the stakeholders, both pressure and guests, it's a very deliberate graph, because we got them excited and addressed the need upfront before that, even with the general data system.

28So, you know, where we've not applied.

This might be the rider on the end of that, also, during the slide.

Some of the projects, we've not wildly not addressed, know, these by means of that formula to change, It does not go well.

That's all we've met with huge resistance, actually even some of those projects along with the plan because we just place the massive resistance, learning from those mistakes as well That kind of led us.

So this very simple set of formulas for accelerating change.

So may come in in conclusion and towards a summary and that will open up for Q and I have some wonderful questions or thoughts you have questions?

So in summary, wow, lead the change.

Read that Change for Sponsorship, Building strong sponsored coalitions.

I have a change management approach wherever it goes like that column, G Change acceleration process.

Find an approach that works for you in the context of your business.

Lead the change.

Second, lead on the way.

Communicate what direction to your stakeholders everybody involved, you know, via the executives.

Those business messages via line managers for the personal impact messages.

But Lead the people.

Miss comes to them, addressed thing.

Please buy me making sure that by May, I need to be seen, respected site and a long hands.

This simple formula.

We'll help you that lead true black white Walter so that you can successfully magill.

So, you can successfully navigate, know, the whitewater ahead and be Agile, and remember when you need today.

But you can also securely insightfully lead your team, bring the Rapids down the waterfalls successfully through the transformation, so the Calm water.

So with that, that was my brief insights.

So, for our case study of Atlas on the change and transformation, to the adoption, a lot of uptake of all of those great things, usually, this very simple set of formulas, so that we can really jump to a good result as part of our program.

So, with that, then, I'll, maybe open up the poll question for you.

Kristi, thank you.

Mark, can you hear me now?

Yes, we can hear you. I'm just not sure what happened there.

All right.

Not true. What I'm supposed to do is some strange things happen, Thank you very much. That was fantastic.

And Pacific, I mean, I have to admit, when someone touches on something that is familiar to you, right, That is familiar in your own life's journey, or your own experiences, it's hard not to just resonate with that. You know, you can just, I can hear. I mean, yeah, I didn't, I had no idea.

You're going to include the change acceleration process from GE, which, of course, was an incredibly well researched tool, and it's fantastic, but a tool, and using it are two different things. I was very impressed when I started. You and I have not exactly the same background, but very similar.

A lot of, and I was thrilled to hear that journey, and I know Swiss Re is, is that you said It was not all that well known. I I knew a lot about Swiss Re. I didn't know, they ensured the Tokyo Olympics. Let me ask you 1. 1 difficult question, Make sure, Can you hear me, you can hear me startup? Well, I can't hear you.

Bye, can I not hear you?

No, I can't hear you now. That's kinda strange.

Yeah, that is, where, I can still can't hear you. If you can hear me?

Go back to that.

Um, that all the presentation. Yeah, now, I don't know what happened.

It's funny, because you said, you can, you can hear me.

..., how about now?

one more time, or?

Yeah, I don't know what I wanted.

one big question to like. You know, in the financial services world, my experience is that the business is really divided into two things.

There are people doing deals and doing risk analysis on deals, right? That's the primary revenue generation of a business.

Doing deals and doing risk and they think differently then all the people making the whole **** company, right?

It's, like, they take a different and, of course, they think of themselves sometimes better than the people, but anyway, you're looking for sponsors, you're crossing that line. You're crossing that line.

So can you, can you talk a bit about what I would call, is probably the Magic potion, and it sounds like you did it. You said it a little bit about being building sponsor coalitions, how do you get that sponsor? What do you What brilliant.

Technique do you use to get the sponsors on board, your projects?

There might be several layers for that question. But, first, you know, for sure, we had, you know, actuarial sponsors, the people doing the underwriting and coming up with a wonderful risk model.

And they then did, you know, the informational, the contract setting to the finance systems, and then we give them the how much money we're making back to them.

So this is intrinsically linked to inflammation.

We have our sponsors on both sides of that loop.

They are very different parts.

So, there's a few secrets that we learned along the way about, OK, how did you, first of all, get one of those executives to become a sponsor?

Especially if they're not two, excited about, you know, the prospect of getting involved.

So first of all, giving them the overview of the facts.

Then the scope of the implementation and how that implementation is going to benefit similarly.

But, think of that steamier level, All senior executives have a certain level of ego.

They're all trying to build a level of platform themselves. Some people use the word Kingdom, they've kind of thing, but they're all, you know, they're all trying to build their careers.

Sure, and so literally sitting down with the little ones, one situation, where you're saying, Look, I love this project and actually help you build your platform.

Screenshot (4)Career will help you meet your aspirations individually as a team of the division in the business From this particular focus we found does activating all the wrong sponsor when they've gone at it from that approach.

We really activate that, or what did you first arrive in your career and your platform?

What can they do business that makes you as an executive sponsor, look, amazing.

When we're focused on that, we've been able to deliver on that.

Then, actually, the sponsorship just goes up and up and up and up and up, because they are reaping the rewards of that personally, irrespective of the technical details of the transformational implementation that's going on. Now, they're being spokesman.

They're getting the recognition, you know, to the deliberate program.

No, I feel like if, if we lost the signal right now and suddenly I couldn't, you know, we couldn't talk.

That point is.

so, it's so profound. And when you're, when you're younger or less experienced in, in the business world and you get into these projects.

I think if you think of things, you think that people are gonna just be magnanimous and they're gonna do things because they're good ideas and no raw, hip, hip hooray or something, right?

And and the older you get, the more you realize what's in it for everyone, right.

And, no, I mean, it's not, yeah. I remember being a young project leader, and I was so excited about the project, because it was all about that part was all about me. The project piece, right?

Then, I looked at my team, and I'm like, oh, yeah, Oh, no, no, It's all about them.

And it's all about both of us know, It has to be all about everybody, right? And the sponsor is the most important. Because you need their support. And you need to know that in the story I told you about Gustaf in Sweden.

It is rare that I have found that CEOs, we'll openly say that they all know it, but they will openly say, look, you gotta check all these boxes with all.

This is just they all know that But they don't want to say it because it sounds a little no, like like they're not being, you know, above the fray. Right?

And so I think the fantastic example let me see if I got anything else here that I can ask you. Well, OK, here's the obvious when we got just a couple, got three minutes. So in three minutes, give you their challenge, three minutes, although I ran a little longer mindset. If you want to ride along, that's, too, you can do that on another 10 minutes.

If you had an eye, I always hate it when somebody says the greatest or the worst, but can you talk about some of your most men or a most memorable difficulty?

And a most memorable success. As a result of this doesn't have to be number one, but whatever's most memorable to difficulty in a success.

two very quick ones, one of the most memorable or not great experiences was we have to sponsors, have a great sponsors in them individually.

We were implementing, you know, an expense management system, and, you know, the one was kind of responsible for the expense, the system will travel on the everyone within, you know, responsible for the finances, nice, too, sponsors to say that they did not like each other customer was an understatement.

So, the roles that when, you know, with these people were bad in between, and all of the teams that were trying to expenses, that was a very tough and bad situation. I was in the middle of the transformation lead, getting it from both sides.

But what was a moment of truth, that we sets up because they wouldn't even speak to each other in a meeting? They wouldn't even turn up in the same meeting pouch.

We, we in the end kind of forced them into the same meeting.

Just name those two people.

We opened up a dialog around principles and fight for a you know, the Star, the lawn, a grade on the principles and even though I still didn't like each other personally they were able to operate the sponsors and co-sponsors of the project.

So that was my worst situations, one of my best outcomes.

The other real best doctor was no, not cost. Internal allocation.

We have a particular, she spoke to that, and getting the buy in was the main one of the greatest successes, and actually they want and went on to be one of the best sponsors.

A lot of that was on overcoming a lack of understanding of what we were trying to achieve and how that can benefit them, etcetera.

But one, it was the project, just flow, really accelerated because we had deadline, that's one of our best.

Well, though, from a personal point, those must have felt wonderful.

When the two top people are, you know, the two senior people are fighting with it, it's, it's, like, mom and dad fighting with each other, and, you know, you're like, Oh, my God.

In this case, mom and dad have big sticks to have all the money. Passing.

Well, look, I want to again, if it was just the two of us talking, I would have would have said: This is fantastic. And I think I think you need to invite me to Zurich, so I can come and spend the afternoon with you're talking about the story but that's unfair.


And any time you want to go for a swim in a frozen lake please go enjoy my garage and you're welcome. You're welcome to Denver. Anytime you'd like skiing. It's a matter of fact this afternoon. I think I may go up to the slopes.

Thank you very much, for joining, Mark, especially that presentation. I know, I have to admit, it's right up. I mean, your tribe, man. I love that topic. I love everything you went through.

I'd like to give everybody a couple minute break. Mark, you can log off, if you want. I'm just going to sign off quickly. Our next topic is going to our next presenter, actually. Our presentation is going to be from UI path, and I'm gonna give you just a quick introduction on UI path.

And then, and then when it comes back, because I have a very personal experience with this, UI path is one of the leaders in the world, actually in, in the robotic process automation.

And there are several great companies UI path. I happened to have worked very closely with when I was at Deloitte.

Accenture, so we've got an interesting story and there's an insurance angle to it and come back at the top of the hour for that, was an introduction and then that'll be it for today. Again, we had that personal challenge on the, on the one presentation. And then next few days, Book, Solid, I'll do a little little intro of what those next two days, you're going to be after the end of the UI path Presentation. So, thank you very much, for an exciting morning. We're really happy to add an afternoon wherever you are.

And, again, I'd like to just say, Mark, as he said, thanks to Mark, as he's checking out.

We will see you all in about 13 minutes at the top of the hour, OK? Take care.


About the Author

more-Apr-07-2022-08-40-01-46-AMMark Hookey,
Director | Finance Reinsurance,
Swiss Reinsurance.




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