安盛德国连接未来,以确保一个雄心勃勃的计划

The German unit of global insurance giant AXA Group lacked a consistent approach to planning across its various business lines and departments. This made innovation difficult: “As soon as we launch a new product, we need to know what we need in terms of salespeople, admin staff, or marketing resources to achieve the objectives we’ve defined,” says Moritz Knorr, data strategist at AXA Germany’s Data Innovation Lab. Because they relied on a combination of tools—including spreadsheets, databases, and proprietary tools—planning processes could take as long as three months.

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At the corporate level, AXA Group’s Competency Center approved Anaplan as a strategic tool for planning, forecasting, and simulation. Knorr and his colleagues were responsible for making the Anaplan platform a useful tool for AXA Germany’s teams, and began by connecting it with existing IT systems. They selected a 60-person team to develop planning models, then added experts with specialized knowledge in the company’s various lines of business (such as life, health, and property insurance) to run the models.

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These teams set out to reinvent business processes using established change management techniques. Their work resulted in significantly increased planning efficiency and transparency, and established a foundation for connecting and harmonizing individual models. Doing so, Knorr says, “will take the design to a whole new level.”

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Results of Anaplan-based planning transformation are positive. Siloed tools and processes are eliminated, 80 percent of users are positive about the platform, and formerly three-month-long planning processes are now complete in a week. “With state-of-the-art planning methods, we can ask a question and Anaplan automatically calculates the consequences and results,” Knorr says, and the foundation is set to connect operations and workforce plans.

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德国全球保险业巨头AXA集团单位缺乏一个一致的方法来规划它的各种业务和部门。这使得创新困难:“一旦我们推出一个新产品,我们需要知道我们需要销售人员,管理人员,或营销资源实现目标我们已经定义了,”莫里茨克诺尔说,安盛策略师德国数据创新实验室。因为他们依赖工具,包括电子表格、数据库和专有tools-planning过程可能需要长达三个月。

在企业层面,安盛集团的能力中心批准Anaplan作为战略工具规划,预测和仿真。克诺尔和他的同事们负责制作Anaplan平台安盛德国的团队的一个有用的工具,并开始通过连接它与现有的系统。他们选择这家团队发展规划模型,然后添加专家与专业知识在公司的各个业务线(如生命、健康和财产保险)运行模式。

这些团队着手重塑业务流程使用建立变更管理技术。他们的工作导致显著提高规划效率和透明度,并建立连接和协调各个模型的基础。这样做,克诺尔说,“将设计一个全新的水平。”

Anaplan-based规划转换的结果是积极的。孤立的工具和过程是消除,80%的用户对平台是积极的,现在和以前期规划过程是完成在一个星期。“用最先进的规划方法,我们可以问一个问题,Anaplan自动计算结果和结果,”克诺尔说,和基础设置连接操作和劳动力计划。