Transcript Manulife Financial

Managing Manulife’s Innovation and Transformation Agenda
Harry Pickett
SVP and Chief Technology Officer
Global Information Services
January 31, 2011
AGENDA
 Manulife “Who are we?”
 Service Delivery Complexity
 Global Information Services Strategy Overview
 Role of Global IS Governance
 Business Value Creation through Enterprise Architecture
 Information Technology Landscape Changes and Drivers
 Three Current Case Challenges Underway
 Q&A
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Manulife is a leading Canadian-based Global Financial
Services Group
 Established in 1887
 A Federated Business Model that operates in Canada and Asia
through Manulife Financial and in the United States primarily
through John Hancock
 Serving millions of customers in 22 countries and territories
around the world
 More than 20,000 employees and thousands of distribution
partners
 Receiver of numerous awards and recognition for our
customer service, our products, our innovation and people
Check us out at www.manulife.com
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We deliver our services through a complex global service
delivery model
1. Manulife’s Infrastructure and Operations data centre services are
managed by over 900 employees in 6 major centers
2. …with services delivered by 5 major vendors from 10 core
centers
3. Manulife’s Applications Services are managed by 1,865
employees in 6 major centers
4. …with development and support services delivered by over 11
vendors in 12 centers
5. …with voice and data services delivered by 4 strategic
telecommunications carriers
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Our goal is to deliver an exceptional client experience at the
lowest possible cost
= Manulife I/O Sites
= Vendor I/O Sites
= Manulife Applications Centres
= Vendor Application Centres
= Voice & Data Services
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Understanding the business strategy is the key enabler for delivery of
successful business processes, applications and infrastructure and to set
the innovation and transformation agenda
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Globally integrated workforce
Highly collaborative workplace
Maximize value of information
Continual pursuit of Operational Process Excellence
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Global application services delivery model
“State of the art “ standard tools & methods across all divisions
Leverage competencies from across the company
Examples of world class applications in production
Tight alignment of operations and application management
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Global infrastructure service delivery model
Highly robust and secure
Multi-vendor delivery of “utility-like” services
Seamless end user connectivity
Consistent Service Management discipline across the enterprise
Business Processes
Applications
Technology / Infrastructure
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We use our Global IS Governance Structure to set the
priorities, execute the staff work and sanction decisions
Global Information Services Executive Committee (GISEC)
(Meets Monthly)
Architecture Review Board
(Meets Monthly)
4 Global Information Services Governance Councils
(Meets Monthly)
12 Standing Working Groups
(Meets Bi-Weekly)
Task Forces
(Meets as Required)
Global Information Services Leadership Committee (GISLC)
(Meets Every Four Months)
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We run the Gauntlet in most aspects of our innovation and
transformation journey
Driving the necessary changes has not been easy due to the Federated
nature of our organization
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Requirements need to be articulated in language the
business understands to secure the necessary funding
Enterprise Architecture
Governance
Common
standards &
processes
Shared
services
Efficiency &
Risk
Management
Outcomes
 Agility and Faster Time to Market
 Faster time to market, business agility, better preparedness for acquisitions & mergers integration, better visibility
through business process optimization for critical applications
 Increased IT Operational Excellence
 Obtain efficiencies, reduce complexity, cost reduction, consolidation, rationalization and intelligent integration.
Optimization of technology and applications architecture. architect holistic business and technology solutions,
leverage shared services, reuse common interfaces and processes.
 Predictable Risk and Business Change Management
 Reducing the risk of making business application and IT infrastructure changes, by adopting best practices,
standards and building a map of application dependencies
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We take complex projects/programs and translate them into
business value explanations
Business Value
Projects/Programs
Agility
Active Directory (ID & Access
Management)
Global International Network
GNO
Desktop Virtualization
Easy to Expand
OPS Excellence
Risk/Change
Management
Reduces Complexity
Reduces Audit
Exposure
Asset Optimization
Network Redundancy
& Improved DR
Enhanced DR/BCP &
Security
Faster Provisioning
Obtain Efficiencies in IT
Operations
IT Service Maturity Program
Best Practices
Adoption
Global Data Center Strategy
(Project Owl + Phoenix +
Workday)
M & A Enabler
Enterprise Storage Strategy +
Rationalizations
Improved Access to Data
& Information
Decrease Cost of
Ownership
Reduce Compliance
Problems
Standardized Email
Environment
Improved User
Productivity
Best Practices &
Standards
Enterprise Messaging &
Collaboration
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Technology Optimization Adoption of Standards
Technology is changing at a rapid pace, how we embrace and
harmonize the impacts is key to our innovation and
transformation agenda
• Internet
• Web 2.0
• Social
Networking
“Flat World”
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Business
Evolution
• Empowered Users
• Commoditization of
IT
• Ops-IT Convergence
• Mobile Technology
• Cloud Computing
• Virtualization
Technology
Shifts
Understanding what is driving these shifts helps us jointly
prioritize our technology agenda to support the business
Business
Drivers
• economic downturn
• reductions in IT budgets
• need for efficiency, effectiveness
Cultural
Drivers
• retirement risk
• undocumented legacy knowledge
• transition from Gen X to Gen Y
Technology
Drivers
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• rich mobile devices
• cloud computing
• advancements in architectures and
associated development languages
How familiar does this look in your respective organization?
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Manulife Financial has adopted a transformation model to
execute our application modernization and consolidation
strategy
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Development
Product & Process
Improvements
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New Product Development
Operations Efficiency / Straight-through Processing
Distribution
Accelerated Speed-to-Market
Application
Modernization
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Modern Environments for strategic applications
Upgrades / Platform Currency
Replatforming, Rehosting, Decommissioning
Leveraging Application architectures / tools
Application
Consolidation
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Elimination of low-value applications
Reduced Application Support Costs
I&O Reductions
Software Licensing Savings
Operational
Effectiveness
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Metrics
Infrastructure Outsourcing
Best-in-class processes (ITIL)
Global Resourcing
Savings
Reinvested
Business analytics and intelligence is a hot topic on our
business and IS strategic agenda, tackling this issue is a
complex task
Struggling to meet Business
Information Needs
 Limited line of
sight to Data Asset
Inventory
Various Levels of Data
Management Understanding
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Immature Data
Governance
Mixed levels of business
engagement in Data
Management
Data Management
Efficiency Opportunities
Inconsistent or Informal
Data Management Practices
Establishment of the foundational pre-requisites is how we
are approaching our data management efforts
 Business Information Needs
 More formal understanding of the business strategic information needs is required
 Need to help the business transition from Data Hunter to Information Consumer
 Current Capabilities
 Business and IT are engaged and understand the need for better data management practices
 Need to better understand their current capabilities (roles, responsibilities, practices and
disciplines)
 Education and Communication
 General awareness of Data Management concepts and best practices
 Teams are looking for more education and awareness of DM efforts in the Business and IT
 Roles and Responsibilities
 Several efforts are aligned with industry best practices
 Need to be reinforced with sustainable data management capabilities
 Leverage and Governance
 Many common challenges and opportunities to drive increase value and reduce costs
 Need formalized practices supported by a common data governance model
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The Digital Universe Is Growing Faster than Global
IT Spending & Staffing
CAGR (2008 thru 2012)
51%
70%
Source: IDC.
Digital
Universe
85%
Of the digital universe
will be created by
individuals
2%
1%
WW IT
Spending
WW IT
Staffing
Source: IDC Digital Universe White Paper, May 2010
Of the digital universe will
be the responsibility of
organizations to manage
and secure
Better management of our data growth and storage
requirements is also a key focus area for us
 Explosion of multiple new data streams
 Growth demands storing more for less
— Deduplication, compression and thin provisioning
— Converged connectivity and “acceleration”
 “Blurring” of Memory and “Storage” uses
— Widening system and HDD performance gap
— Flash memory for extended cache and high
performance storage tiers (solid state drives)
— Smarter data placement – blocks and files
 Storage as a Service – increased SLA demand
— Availability/Recoverability – always on Business
agility for structured and unstructured data
— Security, Encryption, Compliance and Governance
built in and leveraged where required
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Cost of Storage
— Virtualization / Cloud / Social Media / Digital Everything
— Next Gen Business Intelligence and TNT – The Next Thing
Can you afford
petabyte scale
… and beyond ?
Not a long time
We have adopted an Enterprise Storage Strategy to better
manage our growth and contain cost
 Centralize & consolidate to leveraged economies of scale
 SAN and NAS to leverage larger storage pools where appropriate
 Policy based automation to reduce operational efforts
 Storage tiers to contain costs of growth
 Non-prod vs Prod split into mission critical vs non
 Align storage arrays to business SLA – enterprise vs mid-range
 Thin provisioning and data dedupe
 Tier Data Protection to remove contention & enable future DR
 Archive to contain future growth – email & files
 Best of Breed while leveraging past investments as much as possible
 Dual vendor strategy
 Asset lifecycle strategy to reduce capital expenditures yet align
procurement timeframes
The emerging challenge, collaboration and communication is
now centered around people and is device agnostic
Business Driver
Seamless and secure access to the people and information you need, whenever
and wherever you are.
Technology Enablers
Intranet, Internet, Social Networks, Cloud Computing, Mobile Devices,
Messaging, Web/Video Conferencing, Unified Communications ….
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Questions
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