various business units to leverage machine learning and infrastructure development , and also draw conclusions on how data and analytics can be applied across client , distribution , operations and digital partnership .
“ It ’ s important to understand how data , coupled with intelligent analytics , supports business needs ,” comments Gollogley . “ Recently , we ’ ve been leveraging data strategy workshops to develop a target state of how we maximise value from data assets – the outcome gives us the ability to develop a high-level data roadmap with new insights and use cases that reflect the organisation ’ s data and analytics maturity and business priority . These use cases can be offensive in nature , focusing on growing our business ( for example , client engagement ), or defensive , focusing on increasing efficiency to lower costs .”
The client experience is also digitised every step of the way in order to build and develop sustainable relationships . “ Persistency is one example of how the application of insights from data can bring a lot of value ,” explains Gollogley . “ How do we deepen that relationship with the client so they don ’ t lapse their policy after a short period ? After buying the policy , they ’ re still with us – not for six months , or six years , but for a whole lifetime of value , for them and their beneficiaries .” This year , the company is focusing on two particular areas : what Gollogley refers to as the first and last mile . “ The first mile is the data piece : understanding what data we have and being able to access that in the most digestible format ” explains Gollogley . “ In addition , from an external perspective , what data can we get our hands on and what will bring true client outcomes ?” The ‘ last mile ’ involves
109 asia . businesschief . com