After a successful placement of an executive member (the client’s instructions were ‘we need to strengthen strategy at the top level but let’s not do what everybody else does’) we were asked back to initiate Digital Transformation.
The business was a 40 people organisation with over £6bn of reinsurance capital under management. A complex and highly visible construct in the market, merging commercial levers and public interest. Operating in a traditional market meant that longstanding relationships and processes dominated. It also meant that the pressure to achieve innovation would require ruffling up some feathers without braking china.
The Digital Transformation leader was needed to design and implement the digital internal and external target operating model whilst ensuring alignment with the company’s purpose and business strategy, leading to strategic innovation and business transformation. In short, bringing the team into the 21st century.
At the end we enabled our client to hire a global citizen who brought a combination of multi-sector experience and strong relevance product knowledge to the table. This was paired with a unique high level of strategic ability. A person who thinks differently, adapts to her audience just as much as needed, and enabled the firm to accelerate its technology journey, fast and sustainably.