00:00:00:00 – 00:00:31:05
Unknown
I was a bit perturbed when I saw Patrick’s slides, because I thought maybe it was a snapshot of my career going back some of those very early points and remembering some of those times I’ve worked since Jesus was a child in insurance. and, I rejoined bank robberies in Bank of Ireland when I set up the bank insurance company first, and which is very exciting.

00:00:31:05 – 00:00:58:15
Unknown
And I’ve kind of ricocheted between change and operational roles over, terribly long career. And, I rejoined Bank of Ireland. And you are in specifically at the start of the transformation, going back 4 or 5 years ago, actually. And that transformation really was probably looking to bring maybe slightly Under-invested insurance company really up to date with digital transformation, Replatforming operational transformation.

00:00:58:17 – 00:01:38:15
Unknown
And I suppose were a good way along that journey now, but probably moving into other sectors I play along, I’d like more than halfway and what sort of things we’re looking at here. Advisor portals, customer portal. Yes. So Replatform, you know, so our business is the full waterfront of broad waterfront products, you know, protection, pension savings and investments, you know, individual products, corporate products, and it’s been that mix of working with fintechs and working with maybe more established providers, particularly that have experience maybe across different sectors and exactly to that point, Jerry, I mean, we’ve invested in digital advice.

00:01:38:17 – 00:02:10:11
Unknown
We’ve invested in an advisor portal with ignition. Yeah, we invested in, advisor and customer portal, which has been with Salesforce, and they’ve brought sort of multi-sector experience into that. We’ve invested and migrated on to, really leading edge pensions platform. Smart, smart pension. Exactly. Yeah. And we have then within that sort of overall tool set that we’ve built up over the last number of years, been putting together different component parts and protection being an example.

00:02:11:06 – 00:02:42:00
Unknown
you know, our journey actually started off with a new underwriting rules engine. Really way back at the start. But with the things that we’ve put together and automations we put together, I can have now, protection. Right. First time digital application straight into first and foremost are know your customer verification bit of robotics. Putting it in there straight then into the underwriting rules engine and actually standard rates or with the rating can go live with zero touch.

00:02:42:00 – 00:03:04:10
Unknown
And as an operational leader, zero touch is the nirvana and you’re the essentially the business customer and all this. So yeah, I mean, what’s your role? Well, Chief Operating Officer yeah, I’ll give us a real robot, but let’s take a look. It’s across customer operations primarily, both sort of individual and retail, but it is also across business insurance, which is really important.

00:03:04:13 – 00:03:26:11
Unknown
And managing certain of our key suppliers push. Absolutely. Working really closely with our technology partners and our technology teams in sort of bringing our solutions to life for our customers. Excellent. So we’ll pass that one there. Ryan will come to you. And, thanks for, you’re going to win prize for best rates today. Yeah, I’ve got a client.

00:03:26:11 – 00:03:49:16
Unknown
Appreciate you coming to Ireland. And, the tie. Great. tell me a little bit about one family. So. Yeah. So one family is a mutual in the UK. It’s been around for nearly 50 years. It celebrates its 50th birthday next year. In fact, history is really as an investment business. and particularly in child trust funds, which were a big investment product for, for children in the UK.

00:03:50:18 – 00:04:11:14
Unknown
a couple of years ago, it acquired a company called Beacon Street, which is a protection brand in the UK. and really that’s that was almost the the starting point or part of a bigger transformation that the is going through, which is a pivot from being an investment business to being an investment and scale protection business. So you’re on the protection side of the business.

00:04:11:14 – 00:04:36:10
Unknown
I’m on the protected entity. So 250,000 850,000 protection customers. Yeah. So I mean the business has been on a transformation journey for 3 or 4 years. starting off a tech transformation. So, the business has grown over a number of years through M&A, and that meant that we had a lot of legacy systems. We had about 13 legacy systems, a couple of years ago.

00:04:36:12 – 00:05:02:06
Unknown
And we started off to inject tech transformation faster, moving that onto a single platform. And in the middle of 2023, we actually migrated about 75% of the customers on a single platform. And so when this transformation is complete, what what what’s the benefit to the business going to be from that? Well, I’m going to sort of pick up on Rory, I think, because I think he said earlier it was a value chain driven model, and it’s all about operational efficiency and distribution growth.

00:05:02:06 – 00:05:25:13
Unknown
And I think those are the two things that this transformation predominantly drives. I will pick up on one thing. I was chatting to Lana earlier during the break and, the notion of transformation being finished, I think probably doesn’t exist. I think transformations continue, actually, and it will continue to evolve. This will facilitate sort of channel development 100%.

00:05:25:13 – 00:05:50:07
Unknown
Yeah. So the big thing for us, because we as a brand has been tech constrained historically. So the UK protection market is about 90% intermediated and we don’t play in that market at all today. We play in direct and we play in aggregators. our growth plans are very heavily structured around moving into intermediary. And the replatforming that we’re currently doing allows, allows us to do that.

00:05:50:09 – 00:06:19:23
Unknown
And it’s not a coincidence they hired you to manage the transformation. You a bit of a track record here. I’ve definitely spent quite a lot. I mean, am I externally 25 years old degree here this from the number of, scale system builds and transformations that I’ve done. So yeah, I’ve done a couple of startups, one of which became AIG life, which was sort of evil, last year for 400 and something million, also built a business called up particularly for especially if you’re years ago or.

00:06:20:01 – 00:06:39:17
Unknown
Yeah. I mean, you don’t create a lot of scale kind of transformations and system built a whole lot there for the moment. Alana, you’re very welcome. Do I need that as well? You do. Yeah. Okay. So, Alana. Yes, I say you’re very welcome. I think you’re welcoming us. Appreciate you. That’s really good. Okay. So you actually your career start in banking, is that right?

00:06:39:19 – 00:07:05:17
Unknown
It did. Yeah. I started my career, with HSBC Bank. I held a number of roles, from working in the branch network in central London, which was interesting, dealing with customers, managing sales and service teams before moved, moving into propositions management. And then finally, as a global customer experience manager. So that role entailed working with our local markets to, deliver transformation, but then also at a global scale as well.

00:07:05:21 – 00:07:28:13
Unknown
So what’s interesting here in the panel, we’ve got like Maureen and Ryan are in the depths in their own company. In your role, you’re working with companies sort of across the market. Yeah. So so what are the sort of things that you see. Yeah. So I switched to consulting, back in 2015. So for the last nine years I’ve been working with organizations across all sectors, deliver customer centric transformation.

00:07:29:01 – 00:07:47:13
Unknown
I lead our customer and digital practice here in KPMG Ireland. And, I think there’s, I think what I can share today, and I’m excited to explore more based on the questions that we’re going to be going through, is, you know, what are some of the key ingredients for success? We mentioned? Lots of transformations fail. Or maybe it’s just that they never end.

00:07:48:02 – 00:08:06:12
Unknown
but also, you know, what are the pitfalls to maybe watch out for? and I think I can bring a lens of, you know, multi-sector because I think those really translate across all areas. And, and there’s probably three teams I think you have is one is about getting the vision right, get the delivery right, and then the partnership and collaboration.

00:08:06:17 – 00:08:22:15
Unknown
That’s a sort of key team. So yeah. So whenever we would, you know if we were working start to finish with with clients, you know, we meet them wherever they are in the transformation journey, whether that is at the start line or partway through, because they’re not seeing the results they want. You know, we would go through a process of discovery and vision setting.

00:08:22:15 – 00:08:44:00
Unknown
And I think we spoke earlier about Intel and making sure you’re basing your vision off, you know, what your customers want now, but then what they might want in five years time based on where the market’s going and market trends. and making sure your transformation vision is about that end customer, and how you’re going to get more value for your business and deliver more value to the customers is really key.

00:08:44:02 – 00:09:10:21
Unknown
And then in the kind of development and delivery, there’s definitely things to to look out for, whether that’s governance, whether that’s bringing your people on the journey through, you know, strong communications, choosing the right technology partners, etc. there’s lots of different learnings that, you know, most of which we’re going to cover, right? So I will open it up for questions or should be a few question, but I 1 or 2 I wanted to kick off on and I have asked the panel to be as undiplomatic as possible here, if that’s okay.

00:09:10:23 – 00:09:44:22
Unknown
And, I’m going to go to you first, Maureen, because, look, transformation is a partnership between the business and I.T.. Now, talk me through the relative roles, responsibilities, and how this works. so there’s a few things that work drive me bananas. And people talking about I work in business, or it drives me bananas. So when somebody says that at the start of trying to work together, particularly when they say, you know, I work in it, you know, what about the business?

00:09:44:22 – 00:10:20:17
Unknown
What’s the business take my usual thing is, well, we’re all in the business. So, you know, that’s you’re never going to get off on a good footing with me if you start. And that’s. So we have to correct that straight away. And, you know, we did talk about it I think in the in the last discussion a little bit is, is actually about, you know, people with technology skills, you know, understanding operations and understanding customers having to work really closely together, push, you know, a little bit sort of worried me in the last earlier conversation where we’re talking about data is, yes, you can understand your a lot about your customer from data, but

00:10:20:17 – 00:10:43:03
Unknown
you have to listen to your customer people too. And you know, bringing be a technology partners or some of our own technology people and to hear what our customer people have to say and what our customers have to say firsthand, I think is really, really important. and just maybe a little bit going back in time, quite this split between business and technology and business.

00:10:43:03 – 00:11:12:19
Unknown
And it kind of infuriates me as Eric, quite early on in my career in the Financial Services Industry Association, developed a program which I was lucky enough to go on to, to do a degree in Trinity College on, which was absolutely designed around business and IT people getting qualification together because it was important that I can speak their language and they can speak my language, and we’re all meeting in the middle now, that’s probably improved a bit over time because, you know, there’s lots of digital native people.

00:11:12:19 – 00:11:38:13
Unknown
I’m definitely a digital immigrant. people probably understand that a little bit better now, but it’s really important that it’s not seen as two different things, and it’s absolutely that close. Collaboration and business and customer understanding is really integral to it for me. And I think the other thing I would just say, you know, the it’s an organization vision for transformation is it’s not a business vision that excludes tech.

00:11:38:13 – 00:11:58:00
Unknown
It’s all one together. And that would definitely be a huge pitfall or key ingredient for success is the business and the tech working together from the start. So even in envisioning, evening news, setting the, you know, where do you want to go? What do you want to achieve? What are our KPIs? Tech have to be involved in that conversation.

00:11:58:00 – 00:12:15:08
Unknown
So when you come to the so that’s the what. But then when you come to the how tech are already on that journey, you don’t have to go and you know reeducate around business or business requirements, but you know that they’re all in it together. So yeah, tech will then be more advanced in their thinking about, you know, the how after that.

00:12:15:18 – 00:12:30:19
Unknown
and I think it’s about just you’re all one team. You’re working together. But be humble to the strengths and weaknesses and bring the different parts of that in at the right time. So, you know, upfront, you know, maybe more business led, but then tech and the how are we going to get there? I need to check in with one of you.

00:12:30:19 – 00:13:00:07
Unknown
Are you native? Are you an immigrant? Am I think I’m an American as well? Probably. I’m of an age. I remember when digital first came in, I remember the first, external email computer coming into the department. So I’m that old, 25, 40 years ago. I would just echo what was said there. I mean, I think one thing I would say about, trying to create the single vision is ensuring that the the school of transformation is driven by a business objective.

00:13:00:09 – 00:13:20:14
Unknown
So not just making technology change, for example, for the sake of technology change industry, and ensuring that the, the school is actually set by the business, you know, the business objectives are, are demonstrated. Yeah. I just want to go back to the point. The more you made it, one of the most effective bits of transformation management I saw with a my time in our.

00:13:20:14 – 00:13:35:17
Unknown
So if we had, the manager of a call center every week, he’s put together a 20 minute tape of the top 5 or 6 calls. And everybody in the senior leadership team, at least of them in in the car on the way home and just listening to even verifying the idea of the client or how people get frustrated.

00:13:35:17 – 00:13:52:11
Unknown
It just was that was just sort of massive. But you mentioned scope, right? And so think about changes. One of the big decisions you’re going to make in the transformation is how big do you go? You can go grand slam here. You know, you can go bet the ranch on it or you can do something really tiny that doesn’t move the needle.

00:13:52:11 – 00:14:12:03
Unknown
So how do you figure out how much is enough? Right? I mean, what’s the because I’m sure this is I mean, as you say, it’s it’s a continuous process. You take those things, you could fix em. So I think for us, I mean, the transformation journey we’re on at the moment is driven by a desire for growth, and it’s designed to give us access to additional distribution.

00:14:12:03 – 00:14:36:08
Unknown
That’s the fundamental the certain pain that. So that was quite clearly defined the wider journey that the one family’s been on over the last four years. I struggle to think of any someone lovely sized insurers in the UK that would have done all of the same things that they’ve tried to do at the same time. So I think it’s been a really, really ambitious project in terms of its scale and a network for them, and it’s worked.

00:14:36:09 – 00:14:58:09
Unknown
And the amazing thing is it’s set us up. It’s given us a foundation to really significantly grow the business. Now, had it gone wrong. So I think they had bet at the farm as somebody who for all time has bet a mutual society in the UK going for a major transformation and sort of bet in the ranch, or what was it about the organization that allowed it to succeed in that?

00:14:58:09 – 00:15:17:06
Unknown
Because I would have said it was odds against, well, I think one of the things was it was it was very kind of cut capital rich. So it had it had some scope to make some mistakes, if I can put it that way. I think it was also facing into the fact that its major products, it was about to run off.

00:15:17:06 – 00:15:38:10
Unknown
So by 2029, I think all the trust funds will be going towards the survival. So there’s a survival dimension to it as well. Okay. Any and any further thoughts on this, sir? Well, I think you know, absolutely. If you’re going on your transformation journey, it has to be linked to sort of that strategic vision, but also to your purpose.

00:15:38:10 – 00:15:57:15
Unknown
You know, our purpose is helping you to thrive. So you’re you’re putting in and, you know, changes that are going to help our customers to thrive and how you deliver on that. And then clearly, from a growth perspective, you’re if you’re an organization that’s growing, you want to manage your operational costs. So you know enough growing and growing the same amount of costs.

00:15:57:20 – 00:16:18:20
Unknown
So they’re two really, important imperatives, I think when you’re trying to stretch, set the, the, the target around, what you’re trying to do transformation wise. And, you know, I think we’d all be where you’re, you know, you don’t you don’t shrink your way to greatness. So it is about sort of investing in it. But I think there are definitely, you know, insurance companies have been around for a long time.

00:16:18:20 – 00:16:46:13
Unknown
Some of our technology has worn out and has been wearing out. So I think, you know, necessity also drives a little bit of as we’ve, you know, our next phase is really going to be about consolidation and simplification. We’ve built some really good new platforms we’ve wrapped and really cool stuff around them. But now to leverage all the benefits, we probably want to leave behind some of that old tech now and get into that, get office, save money into the future, kind of consolidate and really drive efficiency.

00:16:46:16 – 00:17:08:16
Unknown
So, you know, to that point around how how far are you doing? transformation, you know, it is sort of evolving. You kind of we did a lot of, a lot of build, a lot of buy. and it probably less in favored the build at this stage. It is more kind of like what you can work with a partner to do and then into consolidating on those things to drive the most value out over a slightly longer window then.

00:17:08:22 – 00:17:31:11
Unknown
So any thoughts? But in particular like, you know, let’s say it’s a transformation. It’s three years. It’s very hard to wait three years to see benefit. So how do you how do you sort of break it down. So so people can see that we’re making progress? I mean, I guess your thoughts on that? yeah. So I think just to reiterate, reiterate what the guys have, I said here the business case up front is, is so key to say, where are we at today?

00:17:31:11 – 00:17:48:03
Unknown
Where do we want to get to, what value is it going to drive. so it’s a number one paint in that picture really clearly. And then you know, you can test the appetite in the business for how big we want to go. And sometimes organizations want to be leading. They want to really push the boat out, really transform, invest a lot of money.

00:17:48:05 – 00:18:11:12
Unknown
But others, it might be a case of, okay, we don’t want to lead, but if we don’t act or if we don’t change, what happens and what’s the risk? and I think a business case that can I take those really well is important. So what happens like you’ve agreed the you’ve agreed the objectives and then a year in something happens in the market and somebody has another great idea and decides, you know, us in addition to everything else we’re doing, why don’t we do this as well.

00:18:11:12 – 00:18:27:04
Unknown
So how do you how do you manage the pressure of that? I mean, I need to I need to look, I was just going to say as well from the you mentioned earlier, like, do you just go with a three year plan and nothing happens before the three year plan, but you have to have kind of clear milestones on the way.

00:18:27:10 – 00:18:48:11
Unknown
Be proving value as the organization as a whole will get, disheartened with the change because if they don’t see benefits and they’re just hearing about this big transformation that’s happening, that’s also going to cause an issue. And I think at the milestones that you should also have check point. So if you have a 3 to 5 year plan every year, you should be reassessing your strategy and saying, is this still relevant?

00:18:48:11 – 00:19:03:06
Unknown
What bits do we need to keep? What bits do we need to get rid of? Now obviously that’s going to be big decisions on platforms and things you can’t change. I’m interested between Ryan and Maureen, who would make Ryan you take that over. Who would make those? Because can imagine that’s a lovely piece of tech comes out and some people would love that.

00:19:03:06 – 00:19:27:09
Unknown
Or how do you what’s the what’s the pressure point there? I mean, I think it’s an interesting one. I think so for us, I mean, we did exactly that. So we were midway through a transformation and then they bought another business, another the complete new phase, into the middle of it. So, I do think, you know, the the way it goes is often dictated by events, dear boy.

00:19:27:09 – 00:19:49:15
Unknown
I guess as as someone said, the opportunities come up in the market, there’s legislative change or there’s regulatory change or whatever. Midway through. And that will drive a lot of the decisions that you make. not even decisions that just the driven by necessity. so you’re quite a business. It’s on on somebody else’s tech platform. You’ve got to get it off that that drives your scope sometimes as well.

00:19:49:17 – 00:20:10:22
Unknown
I, I think, you know, the luxury of having a 3 to 5 year plan and that stays like that is probably something that we don’t have in front of us anymore. And so I think it’s exactly to that opportunity comes along. I think, you know, for example, with our digital transformation and pensions, why we want to set out to do it.

00:20:10:22 – 00:20:30:12
Unknown
We didn’t see AIOps coming. Quite. It’s taken fast as it is. Thank you. John. I know it wasn’t quite your fault. but, you know, we all have to pick up those changes and pivot around them. And I think, you know, it is the job of the leadership team to say, well, here’s sort of a new opportunity is fallen across a desk or a legacy.

00:20:30:12 – 00:20:48:01
Unknown
Changes come along and sort of shape that valuation and obviously bring it to forwards or whatever to say, look, here’s our options now, because I think in business we’re always weighing up different options to try and decide where to go next. We can’t jump on all of them. But I think, you know, the natural filtering process should be bringing those important ones.

00:20:48:01 – 00:21:06:10
Unknown
Either I must do because regulation change or here is a great opportunity that that, you know, is come up in front of us. So that brings me to the the lovely phrase governance and governance in agile. And that don’t really mix, I guess. But you know, you didn’t regulated financial services organization board is allocated, you know, significant amount of money.

00:21:06:12 – 00:21:35:19
Unknown
And I suppose it’s like the Goldilocks approach in this where you don’t want to too much, but you have to what. So what would be the principles structure plan actually, one could you go first and then line here. Yeah. So I think it’s really fundamental that there’s a strong transformation steering group that is executive sponsored and has represented from across the business both, you know, your your business functions, but then also your central service functions as well.

00:21:36:19 – 00:21:52:09
Unknown
but the key thing to think about with that governance is that has to be an enabler of transformation. It cannot be another tollgate that you have to try and get through. And then the transformation delivery team are constantly thinking about, okay, well, how do we get this passed? The governance and how do we, you know, prepare this pack?

00:21:52:09 – 00:22:10:03
Unknown
It has to be an enabler. So it has to be set up in a very agile way. And the transformation delivery team need to know that the governance is on their side, helping them, you know, challenging in a productive way, but not challenging for the sake of challenge. that’s really key. Yes. You can see one additional thing to that.

00:22:10:03 – 00:22:33:02
Unknown
So I completely agree with, about having a strong steer core, etc. maybe other things like as you get closer to implementation, increasing regularity, make a lot of tail steer, cause as you sort of surface final issues towards the end. The other thing I would say is it’s really important to have formal and informal mechanisms. So yeah, listen to what the steer corporates telling you.

00:22:33:02 – 00:22:51:18
Unknown
Listen to what the transformation team are saying, but also talk to your own SMEs about what they’re seeing on the ground. and you’ll get the full picture of what’s actually going on in the project. So I think that’s been pretty critical. But yeah, I mean, you know, again, my experience as well, a go no go for actually a formal meeting to say, are we ready?

00:22:51:20 – 00:23:13:12
Unknown
I think that galvanizes people a little bit, the the role of compliance in all of this because, you know, like that has to be managed memories. You want to. Yeah I, I actually think that that’s evolved. But certainly in our organization I think that’s evolved over the last number years. I remember it’s had a very on and transformation and we were setting up agile teams and it was like, oh, you know, what about compliance?

00:23:13:12 – 00:23:38:01
Unknown
What about second line. Oh, we’ll embed them in the teams. That didn’t really work to be honest. But I think it has been more actually about working in partnership with, compliance colleagues. You know, a lot more things in regulated organizations are designed in, you know, data protection, impact assessments, you know, various of those kind of considerations. So I think, you know, actually that synergy is a lot better than it might have been before.

00:23:38:06 – 00:24:02:10
Unknown
And I think when you talk to go, no, go, you know, frequently will have sort of second line opinion. Are we go no go or have we designed everything in versus sort of what management are saying. You know very gung ho. So I think that that is involved quite a lot certainly in our organization. And it’s not about really maybe compliance coming along late in the day.

00:24:02:12 – 00:24:34:17
Unknown
You know, it’s a lot more iterative. You have to bring them in, pull them in. Again, it’s like not having this second line or compliance and technology and business. It’s everybody’s in together to deliver the solution. I think it’s really important right. Thank you. Yeah. And I think having a strong presence for risk on this call. I think one of the things we found to be something very strong from a core, and they’re not there to win any popularity contests so that the person who will always ask the difficult question, and I think that’s really helpful, in terms of getting the results.

00:24:34:19 – 00:24:54:21
Unknown
Yeah, I actually love the phrase somebody very strong. So I because what you don’t want is a risk person who’s just frightened, like, you want somebody who can ask a hard question, make a challenge, work, and then say, actually, okay, if we do it that way, I’m okay now, you know that that’s what you want. But yeah, yeah, I was just going to say, I think early engagement with whether it’s compliance, risk, nature is so critical.

00:24:55:12 – 00:25:13:18
Unknown
because I think sometimes people could be scared to show them things too early because there might be too much challenge. But, just as an example, is working on a big transformation. it was an insurance client. It was a financial services client. But, in banking, one of it was a big contact center transformation. Lots of insourcing, outsourcing.

00:25:14:12 – 00:25:38:08
Unknown
there was a lot of effort to bring H.R on the journey up front because, you know, they weren’t really familiar with the tech and the process, things that we were talking about. So we spent a lot of time with H.R upfront, but that paid off hugely when it came to union negotiations to navigating two requirements that that upfront investment in time, bringing them on the journey, telling them iteratively what the transformation vision is and getting their support all the way through.

00:25:38:14 – 00:25:59:06
Unknown
Hugely important. If we had just gone to them at the time that we needed to navigate TPA, whatever it was, they wouldn’t have had any idea how to help us and that would have been much more difficult and enabled a much smoother transformation. So my last question before I throw it open to the audience, you know, there’s a concept, back in my day that somebody said there’s a pitcher and a catcher.

00:25:59:08 – 00:26:21:08
Unknown
So the pitcher is the person throwing the ball, and that tends to be the transformation team. Or, you know, it’s the IT people are business people. And then the catcher is the business. It’s Loreen or whoever, you know. So it’s important the ball is cast. So the relative roles of I’m gonna start with morning because I my understanding is in your role, you were in charge of blue.

00:26:21:08 – 00:26:40:16
Unknown
Yep. And you are the ultimate customer of whatever was being built. So. Yeah. What can we what’s it like from your end? You’re hearing all this stuff and. Yeah. So, I’m definitely the catcher. and, you know, I’ve to deliver business benefit of, you know, efficiency, etc. of things that are delivered to me. So that’s always challenging.

00:26:41:20 – 00:27:05:01
Unknown
I was speaking at something recently, and I use the analogy when you’re running the business and change is going on at such ferocious pace around you, it’s like driving a race car around a track. Not only do you not get the opportunity to go in for a pitstop, because they change stars as you’re trying to drive, but often the engine is getting changed at the same time as well, and that’s really difficult operationally, it’s really difficult for the teams operating to keep delivering for customers at the same time.

00:27:05:03 – 00:27:27:02
Unknown
And then you have, you know, senior stakeholders going, but like, you know, why are we not like reduce cost by like, you know, so much. So you have to try and be really pragmatic, calm, bringing your team along with you, but also interface and really well with those change people and trying to make sure we do it well.

00:27:27:04 – 00:27:51:06
Unknown
I think definitely topic in our organization has been around business readiness and making sure we have enough churn, and that’s for sure. I think we’ve been learning a lot on that over the last while and actually investing in that capability. So, you know, operationally, you want it to be successful, like you really want it to be successful. And you probably want to t not quite so big bang, but smaller incremental bits that are just a little bit easier.

00:27:51:06 – 00:28:14:04
Unknown
There’s one tire at a time, rather than the whole lot as you’re hurtling along. Would be my sensors, right? Yeah. I think the point about business readiness, I think, and having that of a very clear plan for that as part of the overall project plan from the start, I think I’ve seen lots of projects in the past where people start thinking about it kind of two months before implementation, and there’s no time to train everyone in the new systems and that kind of stuff.

00:28:14:04 – 00:28:48:13
Unknown
So I think making sure that that’s built in from the start absolutely critical as well. Yeah. Olivia. Yeah, just to reiterate that point, like, I can’t count the amount of systems that I’ve seen be implemented in organizations and not used. so, yeah, sure. Your people are geared up and ready to use it, understand it when it lands, and know the purpose of it is is key.