AXA SINGAPORE
who have been working here for a long time that have certain ways of working and it takes a lot of work to get all of those people thinking outside-in from the customer ’ s perspective , as opposed to inside-out from the insurer ’ s perspective . They ’ ve been working a certain way for 30 years , what we are trying to do now is put the customer at the centre of what we do .
“ We are approaching problems from a whole new angle and that takes a lot of patience and a lot of encouragement . It ’ s very important to us an employer that we are attractive and relevant for the younger generation . We want smart bright energetic young people to come and work for us , so we need to have a balance in our workforce between the people with years of insurance experience but we need those smart tech-savvy people to work hand in hand with our existing workforce .”
Cultural change involves the people , but another challenge which presents itself is the use of legacy systems . Historically , AXA Singapore has followed the concept of core IT – big complex systems .
De Villiers concedes that these legacy systems slow down the process of getting products to market .
“ Large and complex core IT systems for financial institutions need to be very stable and well governed ,” he says . “ This slows us down
110 August 2016