Managing Manulife’s Innovation and Transformation Agenda
Harry PickettSVP and Chief Technology Officer Global Information Services January 31, 2011
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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
Technology / Infrastructure
Business Processes
Applications
Globally integrated workforce Highly collaborative workplace Maximize value of information Continual pursuit of Operational Process Excellence
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
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
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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)
Global Information Services Leadership Committee (GISLC)
(Meets Every Four Months)
4 Global Information Services Governance Councils(Meets Monthly)
12 Standing Working Groups(Meets Bi-Weekly)
Task Forces(Meets as Required)
Architecture Review Board(Meets Monthly)
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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
Common standards
& processes
Governance
Shared
services
Efficiency &
Risk
Management
Enterprise Architecture
OutcomesAgility 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
Projects/ProgramsBusiness Value
Agility OPS Excellence Risk/Change Management
Active Directory (ID & Access Management) Reduces Complexity Reduces Audit
Exposure
Global International Network GNO Easy to Expand Asset Optimization
Network Redundancy & Improved DR
Desktop Virtualization Faster Provisioning Enhanced DR/BCP & Security
IT Service Maturity Program Obtain Efficiencies in IT Operations
Best Practices Adoption
Global Data Center Strategy (Project Owl + Phoenix + Workday)
M & A Enabler Technology Optimization
Adoption of Standards
Enterprise Storage Strategy +
Rationalizations
Improved Access to Data & Information
Decrease Cost of Ownership
Reduce Compliance Problems
Enterprise Messaging & Collaboration
Standardized Email Environment
Improved User Productivity
Best Practices & Standards
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Technology is changing at a rapid pace, how we embrace and harmonize the impacts is key to our innovation and transformation agenda
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• Internet• Web 2.0• Social Networking
“Flat World”
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Understanding what is driving these shifts helps us jointly prioritize our technology agenda to support the business
Business Drivers
Cultural Drivers
Technology Drivers
• economic downturn• reductions in IT budgets• need for efficiency, effectiveness
• retirement risk• undocumented legacy knowledge• transition from Gen X to Gen Y
• rich mobile devices• cloud computing• advancements in architectures and associated development languages
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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
• New Product Development• Operations Efficiency / Straight-through Processing• Distribution• Accelerated Speed-to-Market
• Elimination of low-value applications• Reduced Application Support Costs• I&O Reductions• Software Licensing Savings
• Modern Environments for strategic applications• Upgrades / Platform Currency • Replatforming, Rehosting, Decommissioning• Leveraging Application architectures / tools
• Metrics• Infrastructure Outsourcing• Best-in-class processes (ITIL)• Global Resourcing
DevelopmentProduct & Process
Improvements
DevelopmentProduct & Process
Improvements
ApplicationModernization
ApplicationModernization
ApplicationConsolidation
ApplicationConsolidation
OperationalEffectiveness
OperationalEffectiveness
SavingsReinvested
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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
Various Levels of Data Management
Understanding
Mixed levels of business engagement in Data
Management
Inconsistent or Informal Data Management
Practices
Limited line of sight to Data
Asset Inventory Data Management Efficiency
Opportunities
Immature Data Governance
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
Source: IDC Digital Universe White Paper, May 2010
CAGR (2008 thru 2012)
DigitalUniverse
WW ITSpending
WW ITStaffing
51%
2% 1%
Source: IDC.
70% 85%
Of the digital universewill be created by individuals
Of the digital universe willbe the responsibility of organizations to manageand secure
Better management of our data growth and storage requirements is also a key focus area for us
Explosion of multiple new data streams
— Virtualization / Cloud / Social Media / Digital Everything
— Next Gen Business Intelligence and TNT – The Next Thing
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
Can you afford petabyte scale… and beyond ?
Cost
of
Sto
rag
e
Not a long time
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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
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Business DriverSeamless and secure access to the people and information you need, whenever and wherever you are.
Technology EnablersIntranet, Internet, Social Networks, Cloud Computing, Mobile Devices, Messaging, Web/Video Conferencing, Unified Communications ….
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Questions
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