The Digital Insurer - Priviate presentation to Muang Thai
6 likes876 views
This document discusses digital transformation in the insurance industry in Asia. It begins with an overview of strategic perspectives on digital trends like the growing importance of data, changing consumer behavior, and new distribution models. It then examines what digital disruption looks like in insurance, including examples from banking. The document argues that while the industry is beginning to innovate, it still needs to move faster to adapt to the digital world and seize opportunities to transform products, distribution, and customer experience through new technologies. Large insurers are starting innovation programs, but independent InsurTech firms also pose competitive threats as they attract significant funding.
The Digital Insurer - Priviate presentation to Muang Thai
- 1. Hugh Terry, The Digital Insurer Muang Thai, Bangkok, 4th September 2016 DIGITAL INSURANCE IN ASIA – THE “NOW” AGENDA
- 2. 22 About The Digital Insurer Library In AcCon Newswire Knowledge – Community – Global Outlook Join more than 10,000 others @ the-digital-insurer.com
- 3. Discussion agenda 1 Some Strategic PerspecBves 2 What is happening in Asia? z 4 GeIng it done 3 ..And around the world? 3
- 5. 5 5 InsurTech: An expanding universe 5 Sources: venturescanner.com . hPps://www.cbinsights.com/blog/insurance-‐tech-‐periodic-‐table/, hPps://www.linkedin.com/pulse/my-‐insurtech-‐mental-‐framework-‐maPeo-‐carbone
- 6. 6 Insurance X.0: defining the “X” What’s coming up “Now” Blue Sky V’s
- 7. Three digital “Mega” trends: forces beyond our control 2 Technology is cheaper and easier to implement than ever – it is the fulcrum to meet consumer needs, reduce operaBng costs and to change your culture 1 7 Data maVers– we are collecBng more and more data that can be used to create winning business models 3 Changing consumer behaviour – they are more demanding and looking for a different experience
- 8. 88 Our digital world: very new, addicCve and diverse Source: The Economist, Qmee.com New & Big AddicCve Diverse
- 9. 99 Behavioural change remains the key driver and opportunity Source: Mary Meeker, KPCB : hPp://www.kpcb.com/blog/2016-‐internet-‐trends-‐report
- 10. 3 core strategies Transform exisBng face-‐to-‐ face models 2 Create or parBcipate in new models 3 Manage exisBng models for profit 1 10 DisrupBon
- 11. The InnovaCon Agenda in Asia: “Now” OpportuniCes driven from the current paradigm 11 Product Narrowly defined view of product DistribuCon Too much face-‐to-‐ face Customer Experience Not good enough Digital will redefine our industry . It is early days.. Digital enables DistribuCon, Product and Customer Experience innovaCon
- 12. 12 12 DistribuCon Analogy : How far could bank disrupCon go? 12 FT HEADLINE: “MCKINSEY WARNS BANKS FACE WIPEOUT IN SOME FINANCIAL SERVICES” Source: Financial Times, 30th September 2015 -‐ quo=ng from McKinsey annual global banking review OriginaCon & sales acCviCes US$1.7 trillion revenue 22% ROE Balance sheet provision US$2.1 trillion revenue 6% ROE “A high stakes struggle… Either banks fight for the customer relaBonship, or they learn to live without it and become a lean provider of white-‐labelled balance sheet capacity.” V’s No surprises: under aPack from digital disruptors e.g. predicBng profits from car loans and credit card loans to fall by 60% D
- 13. 9 Digital distribuCon models: breaking down the value chain 13 Acquire New Customers Selling to Customers Servicing Customers Taking Product Risk 2. Bancassurance Insurer Bank 1. TradiConal Agency Insurer 3. Digital / Direct Insurer 5. Digital Managing Agents Single Insurer 4. Price Comparison Sites MulBple Insurers 6. Digital Broker MulBple Insurers 7. Digital Affinity Insurer(s) Affinity Partner 8. Product eco-‐systems Insurer(s) 13 the insurer Maybe the insurer NOT the insurer Owned by 9. Social Insurance (P2P)
- 14. 14 14 Digital DistribuCon Trends 14 Rise of new brands Opportunity to design more efficient distribuBon channels – coupled with more engaging proposiBons Affinity players are coming through strongly The power of “free” in a digital world Insurance as a “secondary” purchase i.e. complimentary product
- 15. 15 15 Transforming insurance: Acknowledging innovaCon Source: Transforming Insurance, KPMG InternaBonal, 2014 & The Insurance InnovaBon ImperaBve, KPMG InternaBonal 2015 15 Acknowledge the challenges Seize the opportunity 65% Regulations high costs & margin erosion 45% 48% 83% future success = ability to innovate business models disrupted
- 16. 16 16 Our industry is on the move Source: Survey of 280 global C Suite execuBves for « A New World of Opportunity: The Insurance InnovaBon ImperaBve, KPMG 2015 16 How fast can we move? At our fastest is it sBll too slow?
- 17. 17 Digital TransformaCon: The industry is not standing sCll AXA 571 63 Allianz 315 31 Aviva 230 28 Prudential 166 31 Zurich 162 32 Metlife 102 15 Manulife 93 10 AIA 67 4 HSBC Insur. 59 11 FWD 32 5 Many leading companies are already experimenting with innovation labs, incubators & accelerators across Asia … …and have sizable, and growing, Digital workforces Company # of LinkedIn Profiles related to “Digital” as of Apr 2016 worldwide CXOTotalInitiatives Launch Year & LocationCompany China Life ü 2014 Ping An ü 2012 ü 2012 – SH ü Fintech 2014 PICC ü 2014 Taikang Life ü 2015 ü 2000 – SH AXA ü 2015 – HK ü 2015 - SH/SG Aviva ü (2015 UK) ü 2015 – SG Metlife ü 2014- SG AIA ü 2015 - SG ü Health Tech 2 in 2015 - HK 1 in 2016 – SG Venture funds Labs / Incubator Accelerator Source: KPMG Analysis, Allianz, 2014; Company annual reports, 2014; Digital Insurer, 2014; Solera, 2015; Linkedln, 2016
- 18. 18 18 .. There is compeCCon : InsurTech DisrupCon is geing financed 18 Source: CB Insights
- 19. 19 DisrupCon in the insurance industry: “ Trading Places” Insurers buy aggregators Insurers buy third party administrators (TPA’s) Retailers invests in aggregators Tech companies start-‐up digital insurers Reinsurers invest in insurers Airlines & Telco setup insurers
- 20. Ø Propositions are evolving in our digital world Digital Innovation Curve Innovation CustomerSatisfaction v1.x Digital Basic v2.x Digital First v3.x Digital DNA Informational websiteWeb Forms User Account Dashboards Personalised recommendations Call center servicing Digital sales and servicing Pay-as- you go Proactive concierge Active sensors (IoT) Start here? Source: KPMG & The Digital Insurer P
- 21. 21 21 21 Product design: trending to “Eco-‐system ProposiCon” 3. Convenient & Supportive Simple to use and supportive throughout the customer’s life 2. Value Added Services (with partners) Personalized and catered to the customer’s habits and lifestyles. Integrated with other value added services. Leveraging the power of “free” 1. Reducing customers Risks Solutions that make our customers safer / healthier – and also reduce their costs of insurance What will this look like for different lines of business? Ø Looking through the jargon there is a fundamental change in product design in the insurance industry
- 22. 22 Welcome to digital customers: “they are mulC-‐touch” 22 Myth #1: Digital is a new distribuBon channel Reality : Digital enables customer (& distributor) engagement Online Face To Face Phone / Virtual The mulC-‐channel customer is… BePer informed More demanding Uses mulBple customer touch points for both sales & services Increasingly starts on-‐line Will jump channels at any point – catch them if you can! C
- 23. email response Cmes – slower than postal mail? 23 Source: EpBca, Survey of 10 health insurers, APAC
- 24. Life insurance: There are untapped opportuniCes around the world Sources of financial advice Chart Source : Noble Oak Life “Pure Life “Survey March 2016 -‐ Australia. *Swiss Re Asia Pacific Mortality ProtecBon gap 2015 24 78% 12% 10% US$55 trillion ProtecBon gap in Asia*
- 25. Life insurance: There are untapped opportuniCes around the world digital strategies can change the paradigm that “life insurance is sold not bought” 25 12% Have you ever used technology to purchase the following product? Chart Source : Noble Oak Life “Pure Life “Survey March 2016 -‐ Australia. 68% Would purchase Life insurance online with the right resources But less than 12% have so far
- 26. Digital Insurance In Asia 26 2
- 27. Started in November 2013… First online insurance seller in China USD 128 million premium income 630 million insurance policies 150 million customers …and raised US$1bn of funding in 2015 Advanced cloud compuBng system Selling its #1 product through C2C Taobao B2B B2C Cross-‐industry cooperaAon Major shareholders are Alibaba, Tencent and Ping An … by the end of 2014 Direct Insurance / Digital Affinity: Zhong An Q. Could a mulB-‐naBonal have played the role of Zhong An? 27 D P C
- 28. 28 Preserve what’s important in a secure digital hub Revisit moments of life again Record family legacy for future generaCon Build your memories & stories into Cmeless collecCons Infinity -‐ Digital Cme capsule & legacy creator D P C 28 Q. TRUST = GeIng to the heart of life insurance?
- 29. Product ecosystem model: Good Doctor (Ping An) 29 Region: Asia (China) Q. How do insurers a) create eco systems and b) secure their place in those eco-‐systems? >70 million registered users >1,000 full Bme doctors Access to 50,000 contracted doctors and 5,000 specialists 7/24/365 access including video consultant Find a Doctor Updates (May 2016) • US$500 million series A funding (approx. value of US$3 billion) • Goal of creaBng largest “closed” healthcare eco-‐ system = “ Internet healthcare 2.0” D P C
- 30. 30 30 30 Source: Ping An Health, hPp://www.pingan.com/app_upload/images/info/upload/5789191e-‐3019-‐4370-‐b8e1-‐a3a81561d4e3.pdf Ping An Good Doctor: Establishing an Online to Offline healthcare model Q. Does a similar opportunity exist in Thailand?
- 31. Volume per category Insurance Categories Mainstream ‘head’ Served by price-comparison websites and insurers direct ‘Long Tail’ of Insurance Demand Traditionally served by small face-to-face brokers Target for Bought by Many “Car Insurance” “Home Insurance” “Pet Insurance for French Bulldog” “Travel Insurance with Diabetes Type 2” “Young Driver car insurance” Volume per category of insurance demand ~40% of insurance premiums (Swiss Re) are in the “long-tail” but niche consumer needs are neglected by price-comparison websites BBM– accessing the “long tail” 31 31 31 Source: Bought By Many D P C
- 32. We recruit groups through social media and Search Engine channels Fulfilment is via the partner’s website In-depth analysis of >100m lines of Google search data Micro-targeted advertising, tailored for use on social platforms Community engagement and viral marketing, acting as ‘consumer advocate’ 32 32 32 Source: Bought By Many BBM– using social & search Q. Is this a glimpse at the future of online distribuBon? D P C
- 33. Business Model Ø Metasearch engine which provides a complete overview of insurance products in jargon-‐ free language supported by filter-‐and-‐sort tools Ø User-‐driven plazorm, leading the way in democraBsing financial shopping experience Ø GoBear’s unique Coverage Score algorithm provides a clear indicaBon of a financial product’s benefit quality Ø Stacked against the product’s premium, users are able to make personalised, informed and cost-‐effecBve choice Data Driven Consumer Behavior No Fuss – Simple and Easy Insurance GoBear – Financial Metasearch Engine D P C
- 34. GoBear -‐ Shaking up Insurance Comparison Benefits What’s Different Ø Neither an aggregator nor a seller Ø Disrupts the “tradiBonally opaque and convoluted” industry Ø MoPo is to enable customers make well-‐informed decisions Ø Low-‐cost, quick , transparent and user friendly Ø “Click Model” operaBon and not commission-‐based Ø Conversion rate is 20-‐30% for travel insurance via GoBear Q. How to respond to aggregators – co-‐operate/ collaborate / copy? Or all 3?
- 35. 35 35 MediTech: HearCsans 35 • Monitors and analyses the user’s heart health data 24/7 • Predicts the occurrence of a sudden cardiac arrest 10 minutes in advance, giving users a chance to get immediate help • Immediately notifies the emergency services and users’ relatives • Give real-time advices to reduce probability of sudden cardiac arrest Advanced cardiology wearable with predictive hearth care models Source: KPMG Analysis ; HearBsans Q. How quickly we will see more examples of Technology reducing underlying risks? D P C
- 36. CXA – DisrupCng employee benefits Employee health and wellness marketplace How it Works Ø User-‐directed and Internet based plazorm powered by AnalyBcs Ø Aggregates Employers, Employees, Providers and Distributors Ø Unlocks workplace wellness Ø Customised and flexible Ø Process automaBon makes HR life simpler Ø Similar Programs -‐ Discovery Vitality (South Africa), Oscar, Zenefits (USA) For Employers For Employees Q. Will insurers be able to fully exploit this employer / employee affinity? D P C
- 37. DirectAsia – MulCchannel D2C Model DirectAsia’s business model reduces price, enhancesthe claims experience and empowers customers to tailor their policies in real-‐Bme. This is achieved by deploying the direct-‐to-‐consumer model over mulBple channels (online, call centre and physical office and making customer service a priority. Changing the Way Insurance Is Sold Key Features The Results Q. Why has this model not taken off in Asia? D P C
- 38. Customer Portal / App Policy Systems Advisor Portal Lead/Prospect Management Sales OpportuniCes The Digital Advisor Business Model Tablet 38 Digital TransformaCon of face-‐to face Digital OpportuniBes 1. More Leads 2. BePer service 3. BePer selling
- 39. 1. Enable lead management & analyBcs / PredicBve analysis 2. Improved compliance to sales best pracBce (& regulatory requirements) 3. Back office producBvity from digital proposals 7 OTHER BENEFITS AFTER SUCCESS POS tablet sales toolkit: easy business case PRIMARY BENEFIT Improved Sales effecBveness through a bePer customer experience MEASURED BY: High tablet usage from Advisors Increased sales producBvity per month • More efficient • Faster & more accurate (clean policies in a day) 4. Reduced overheads: premises & technology costs 5. Business intelligence 6. Recruitment training (and hiring) tool 7. Plazorm for more automated underwriBng • Benchmarking data • Usage data • “Bigger” data 39
- 40. Affinity model: Tune Insurance Digital affinity – capturing value in Travel insurance Background Tune Insurance (now Air Asia Insure) provides insurance soluBons to AirAsia – the regions largest low cost carrier More than 5 million travel insurance policies are sold each year Incremental capturing of value as moved from Agent to reinsurer to insurance carrier resulBng in successful IPO with Market capitalisaBon of Approx US$400 million Commentary & Insights On line flight purchase experience Opt out approach drives take up rate in excess of 20% Nearly 100% digital model ensures profitability and scalability to meet demands of enterprise level Investment in middleware allowed Tune to deliver a cost effecBve and customer friendly soluBon Region: Asia 40 Q. Can insurers collaborate & move into broader provision of services D P C
- 41. Affinity Model: BIMA 41 Region: Africa, Asia and LaBn America Q. Many Insurers don’t have D2C mobile plazorms with payment connecBvity. Opportunity? Accessing airBme as the method of payment Low cost fulfillment and ease of access PenetraBng new markets Mobile Microinsurance D P C
- 42. Agency Model: Move (from Manulife) 4242 Background Free tracker for qualifying products Up to 10% discount on premiums TelemaBcs for agency sales Q. Will this become mainstream? D P C
- 43. Digital Insurance … Around the World 43 3
- 44. Commentary & insights Excellent example of “service for Free” model disrupBng two industries (HR so}ware and employee benefits) Window of opportunity was Affordable Care Act that simplified raBng for health insurance for small companies Not so “Zen” – very public argument regarding use of ADP payroll accounts Suite of HR services Background Fastest growing SaaS business ever Offering free HR so}ware plazorm and integraBon to third party services in return for insurance on employee benefits Focused on SME’s Just raised US$500 million on US$4.5 billion valuaBon Revenue target of US$100 million by Jan 2016 Region: North America Broker Model: Zenefits 44 Q. Could an insurer enable this business model? D P C
- 45. Managing Agent model: PetSure Region : Australia Background Founded in the 1990’s Pet insurance is one of the fastest growing forms of healthcare around the world >A$2 billion spent in Australia each year on Vet services Hollard insurance is a significant shareholder Evolved into a Brand of brands approach with key strength being underwriBng and fulfilment of pet insurance Handling 40,000 claims per month Commentary & insights Focus on brand partnership, product design and administraBon services to support PetSure, with Hollard, have developed a model that allows them to dominate the pet insurance market in Australia – they have created a pet insurance “eco system” A brand of brands approach 45 Q. Why is brand innovaBon so slow in Asia? D P C
- 46. Cuvva Cuvva offers a totally new type of UK car insurance that gets you covered on a car for only as long as you need it -‐ from a single hour to a whole day. It means you can borrow a friend or family member’s car and get fully insured for as long as you need it without the tradiBonal headache associated with short-‐ term insurance. Cuvva is designed to be mobile first and is available for iPhones operaBng iOS 8.1 and above. It only takes three clicks to get covered through Cuvva app. Cuvva is a mobile first insurance start-‐up company co-‐founded by Freddy McNamara and Leo Kellgren-‐Parker and is based in Scotland. Launched in October 2015, Cuvva provides the UK’s first short-‐term car insurance app, which allows users to get fully covered in less than 60 sec on any car in the UK for as liPle as an hour. Along with offering a seamless customer experience, Cuvva aims to reduce the Bme-‐consuming nature of securing temporary insurance by disBlling it down to a simple three step process. IntroducBon Commentary and Insights Q. Just in Bme – inline with the Bmes? D P C
- 47. TelemaCcs for the car: Discovery Vitality Drive Background Discovery , founded in 1992, is a South Africa based insurer Serves over seven million clients in South Africa, UK, US, China and Singapore Runs Vitality, the world’s largest scienBfic, incenBve-‐based wellness programme Discovery Insure Vitalitydrive programme was launched in 2011 in South Africa leveraging the behavioural experBse of Vitality and the latest telemaBcs technology Commentary & insights Vitalitydrive – safer driving Ø Discovery Insure clients experience 1/3 of South Africa’s vehicle accident mortality rate Ø Over 120 clients per month helped through ImpactAlert Ø Behaviour Change is immediate and real Bme feedback keeps drivers at their best HolisBc Rewards based appoach to incenBvising changes in driving behaviour Rewards programmes creates a sustainable and differenBated eco system managed by the insurer Driving app provides an aPracBve plazorm for markeBng Perhaps a narrower target market than others e.g as no direct discounts on insurance offered for good driving behaviour? Q. Is this a soluBon to price compeBBon in motor insurance? D P C
- 48. The Dental Eco-‐system Smart brushes to track the brushing habits of you… and your family Connecting life and family Competitive pricing that doesn’t skim on quality “We’ve got you covered” • Dental insurance plans are 10% - 25% cheaper than other insurance providers • Sophisticated brush design • Accurate mechanism • Secured data storage • Launched late August 2015 • Plans covering individuals, families and companies • $5 million investment from Drive Capital in 2014 • >200,000 access points; 50 states in USA • 100,000 dentists Insurance plan covers • X-Ray • Cleaning • Cavities • Orthodontia • Preventive Measures including toothbrush; toothpaste and floss Source: KPMG Analysis; Beam; SiliconAngle; Forbes, 2015 D P C
- 49. Strong focus on creaCon of customer centric culture Puts customer needs ahead of profits Strong focus on employee training Ø Comprehensive integraBon process for new joiners to familiarise them with the USAA values and culture. Ø Ethos Training AllocaBon: 3% of yearly budget vs. insurance industry average of 1.5% Ø Intense communicaBon to members, around shared values and daily concerns of military staff. Ø USAA consolidated all of its customer interacBon groups into a single organizaBon, Member Experience Ø By bringing together all customer-‐facing groups, USAA hopes to deliver more cohesive experiences to members Re-‐configuring organisaConally Ø Agile Labs: This iniBaBve puts product experts and IT pros together in a workspace to develop prototypes without the need of phased approval. It delivers 45% faster than its tradiBonal waterfall development approach. Embedded within company culture D P C
- 50. Beagle Street – Value ProposiCon Business Model Ø Applying P&C business model learning to life insurance Ø Cheaper, faster and infinitely scalable business model Ø Direct-‐to-‐consumer only – no tradiBonal distribuBon Ø A digital approach to acquiring customers Ø Complete online fulfilment -‐ Engaging online applicaBon Ø Truly omni-‐channel delivery Ø InnovaBve business model that capitalises on transparency of pricing and low cost of sales, service and distribuBon Ø Google and others are now pushing this model in the US Ø Beagle street products can be bought online within 10 minutes via any device, usually at prices 30 percent lower than tradiBonal players, and with a basket of value-‐added services included free-‐of-‐charge DistribuCon and Experience What’s different? D P C
- 51. Vitality Life – Value ProposiCon Changing the Face of Insurance Ø Vitality gathers user data through health assessments and wearable tech and uses analyBcs to improve underwriBng and change customer behaviour Ø Healthy customers are less likely to make a claim, which means higher cost saving for VitalityLife AnalyCcs driven UnderwriCng Vitality OpCmiser Vitality OpBmiser allows clients to receive an upfront discount on their protecBon premiums, meaning they don’t have to wait for something bad to happen in order to benefit from their insurance. The discount is based on the term of the cover, and can be as large as 25% 1. Pay lower protecBon premiums in the first year 2. Keep your protecBon premiums low in future years if you look a}er your health 3. Get exclusive rewards to keep you moBvated 4. The opportunity to earn cash back by looking a}er your health D P C
- 52. Vitality Program – Global Reach 52 Quick IntegraCon and Highly Scalable Model Discovery Vitality Program, South Africa AIA Vitality Program, Singapore John Hancock Vitality Program , USA Ø The flexibility of Vitality’s structure allows it to enter markets where the barriers to entry are just too high for new insurer entrants. Ø Discovery enters into partnership with established insurers in those markets by scaling their Vitality model as needed Ø Discovery has partnered with AIA, John Hancock, Ping An, and Generali to implement vitality program in Singapore, USA, China and Europe
- 53. Panasonic Allianz: The connected home Devices to keep you safe Assistance services to keep you safe Insurance to recover from loss KEEP ME SAFE + INSURE ME D P C
- 54. Trōv Commentary & Insights Trōv is the world’s first on-‐demand insurance for personal items. Trōv collects, secures, and acBvely manages informaBon about tangible assets and is currently available on iPhone and Android in the US and Australia. With a planned expansion in 2016, Trōv, customers will also be able to insure just the things they want -‐ exactly when they want -‐ enBrely from their phone. Whether you’re at home or on the go, your things will be protected against accidental damage, loss or the}. Trōv also processes claim with a few taps on your phone. Background San Francisco based Trōv is dedicated to reinvenBng insurance by making it simple, flexible and transparent. Trōv offers consumers an app-‐based plazorm that allows them to organize, value and protect their belongings. Founded in 2010, the core of the Trōv plazorm is a private, cloud based digital locker where informaBon about property and possessions is securely managed and valued. Trōv has raised total funding of $13.3 million which it will use to accelerate the development of technology that supports a whole new way to insure. Q. Just in Bme -‐ but needing 2 steps. 1 too many? D P C
- 55. Geing it done 55 4
- 56. Digital innovaCon in insurance: what ingredients are needed? 56 • Customer at the heart of the process • “Outside-‐in” approach to iniBaBves • Respect customer choice • DistribuBon partners • Tech partners • MarkeBng partners • Eco-‐system models 1. Customer Centric 2. CollaboraCve ü ü 5. Data centric & scalable operaBng models leveraging technology plazorms 4. New challenger brands – disrupt own business if necessary 3. Agile frameworks and mindsets 6. Strong internal support for a clear plan with risk miBgaBon via piloBng Enablers
- 57. OrganisaConal structures for insurance innovaCon 57 Labs • For bets on ideas not yet fully formed New Business Unit • Centralise digital to create impact • Digital Centre of excellence • Co-‐opt exisBng + bring in new staff Partnerships • Look for partners with connecBvity and selling products needing insurance • Venture capital and private equity • Third party innovaBon centres Innovator Brand • New Digital insurance co • Start afresh
- 58. 58 Key success factors for digital proposiCons Awareness & demand • Compelling proposition • Client connectivity • Content marketing • Distribution partnerships Sales Fulfillment • Mobile and digital first • Configurable so easy to change • .. But PLENTY of room for face-to- face advice / support Collaborative Partnerships • Distribution • Rewards • Marketing agencies • Wearables/IoT • Technology Organisational • Agile as a reality not an aspiration • Low cost as a hygiene factor • TOM operational architecture • Talent management • Budgets and buy in Ø Not a simple process
- 59. 59 Future state: the new best pracCce in a digital world? 59 PMO THE CUSTOMER Are the tradiConal power centres willing to give up some power for the collecCve good? Is this enough – or do we loose the entrepreneurial thrust needed for innovaCon? Change engines
- 60. 60 Digital Co: Do we need a new business unit? Digital MarkeCng New Digital Partnerships MulC-‐touch Customer experience Center of Excellence Digital enabler