Bernard Seeto

November 2016

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Risk Management Availability ManagementStrategy & Planning Enterprise Architecture Business Case Discipline Security Policies & Standards

Requirements Definition

Portfolio Management Value Demonstration Performance Reporting Disaster Recovery & Business Continuity Plan

Vendor Performance Oversight

Application DesignIT Enabled Collaboration Data & Knowledge Management

Performance Management Maintenance Cost Containment

Leadership Development IT Staff Development Vendor Segmentation Project Management & Execution

Process Digitisation

Technology Innovation

Life-Cycle Cost Efficiency

Cost Transparency

Technical Development

Source : Corporate Executive Board

Total = 28+ yrs

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Bachelor of Science, MBA & EY Executive Programme (The Darden Graduate Business School)

IT Governance IT Performance Measure IT Security & Business Continuity Planning

IT In

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IT Application Delivery & MgmtIT Vendor MgmtIT Talent Management

IT B

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✓ Previous experience Interest Areas

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Career Development

Software Developer

Management Consultant

Project Manager

Account Management

Business Architect Secretariat

Outsourcing Manager

Strategy Planning Manager

Portfolio Manager

Competency Manager

Strategy & Architecture Mgr

CIOSmall – Medium Org.

ExecutiveLarge Org

CIOLarge Org

Board Member

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Divisional CIOMed - Large Org.

Head of Architecture

Head of Solution Delivery

Leadership based on Strength Finders 2.0

Source : Strength Finders 2.0 results for Bernard Seeto 4/11/20114

You study humankind’s story to identify subtle nuances, recurring sequences of events, and predictable human behavior. Generating clever, resourceful, inventive, and original alternatives, you can offer solutions to age-old problems.

Your enthusiasm for acquiring knowledge and skills is likely to motivate these people. Chances are good that you are a rational thinker. That is, you exhibit good judgment and exercise sound reasoning. These thought processes serve you well whenever you set out to acquire true knowledge and/or gain a skill.

Context

Learner

Strength Description

You exhibit the flexibility required to deal with change. Instinctively, you realize that each day offers its own surprises. You trust you can handle whatever occurs. Even when you do not know exactly what to do, you probably know someone who does.Adaptability

You can reconfigure factual information or data in ways that reveal trends, raise issues, identify opportunities, or offer solutions. You bring an added dimension to discussions. You make sense out of seemingly unrelated information.Strategic

Your ability to reason through things usually helps you find ways around problems and obstacles. Instinctively, you like to set goals when you are alone, but can also enjoy team goal-setting.Analytical

Instinctively, you normally find just the right words at the right moment to express whatever you are thinking and feeling. Many people are likely to appreciate your fine speaking abilities. You can present your ideas in a reasonable, sequential, and methodical way. Moreover, you generate lots of options for others to consider.

Communication

Current Assignment

Challenge

• IAG NZ embarking on a growth agenda with an increase in technology investment by 50% (ie $20M pa up to $30M);

• Existing technology delivery approaches inconsistent leading to inconsistent quality ;

• Teams forming and dispersing according to initiative.

What is Bernard doing

• Transitioning to new Solution Delivery model in parallel with hiring 20 – 24 new leaders, moving 200+ people to persistent and primary specialism teams, and maintaining in-flight initiatives;

• Introducing use of partner teams to accelerate IAG NZ delivery capability and also increase ability to hold external teams accountable for delivery (vs independent contractors);

• Embedding use of SAFE Agile as a preferred way of working for IAG NZ (alignment, efficiency and effectiveness;

• Move work to teams and shape work to fit team capacity to create flow of work (improving efficiency and effectiveness) ;

• Emphasising IAG spirit amongst Solution Delivery leaders to create an environment of high trust.

Results

1. 49+ excellence nominations (as at 30/4) versus previous year circa 30.

2.Overall satisfaction with technology (of which Solution Delivery represents 50%+ FTE) stakeholder satisfaction up from 59% up to 79%.

3. 27%+ increase in number of releases from previous year (as at 30/4 219+ releases)

Challenge

• Alignment in approach for continuous delivery across stakeholders;

• Implications of continuous delivery on people’s roles going forward;

• Intentional vs emerging design for continuous delivery architecture.

What is Bernard doing

• Establish cross functional team of stakeholders involved in deployment to break down functional silos;

• Establish common definition for continuous delivery in simple terms such as moving from 1 release in 100 days to 100 releases in 1 day (target condition);

• Co-chair working group with Head of TS Operations to provide united front to achieving organisation goal;

• Facilitated workshops to further breakdown ways of working and provide a voice to all stakeholders – role modelling and challenging status quo;

• Utilisation of first year graduates to accelerate definition / intentional design of continuous delivery – provide energy and ambition.

Results

1. Hot deployment for web front end software reducing overtime costs and reducing risk of deployment;

2. Bringing stakeholders “closer” and enabling an openness of discussion / catalyst for change;

3. Development of reference model for initiatives to follow – standard approach.

Previous Assignment

Challenge

• Previous Head of Software Development resigning leading to reduction of morale and other people leaving (20 FTE in 3 months);

• No current Software Developments strategies;

• Inconsistent performance objectives across disciplines;

• Head of Software Development direct reports position descriptions 70% weighted towards people management and no mention of delivery;

• Inconsistent accountability of end to end technology delivery on initiatives.

What Bernard did

• Established regular one on one with key staff focusing on career to stem tide of resignations;

• Sponsor Lean sigma workshop on large delivery approach with cross section of Technology Services functions to outline the size of issue in function – compelling need for change;

• Assign Software Development strategies to direct reports to create buy in and focus (reason for existence);

• Increase transparency through communicating my salary to direct reports and direct report reports – show vulnerability and no hidden agendas;

• Increase face to face conversations via walk the floor in all locations to provide accessibility and to encourage contribution to direction;

• Realigned performance measures cross all disciplines and management levels.

Results

1.Leader of Year for IAG NZ Shared Services function (500 FTE).

2. Key talent previously resigned returned.

3. Software Development team (200+ FTE) starting to head in same direction. 6

Challenge

• Previous incarnation of Architecture function at tactical level and “ivory” tower based approach creating disharmony across Technology teams.

• No IAG architecture brand in marketplace making difficult to attract quality recruits.

• Uncertainty in organisation of the value of Enterprise Architecture

• An Australian coming to New Zealand – different way of working and culture

• No previous relationship with people IAG NZ Executives and respective teams

• IAG NZ fluid environment with acquisition of AMI and Core insurance replacement underway – tactical designs overtaking intentional architecture.

What Bernard did• Sought career guidance from IAG Group Chairman;

• Recruit for quality with focus on people capable of strategic thinking and execution;

• Request each Enterprise Architect to have CIO direct report as mentor for career development and test IT Strategy concepts;

• Leverage experiences and contacts in IAG Group to accelerate delivery of IT strategies;

• Establish Architecture Leadership Team comprised of all functions in Technology services to educate, share each functions expertise / experience and point of convergence for all strategic technology matters;

• Defined IT Governance for Technology function.

Results1.IT Strategies (Application, Information and Data, Integration, Infrastructure) endorsed at CI O and direct reports level.

2. Energised Architecture Team and engaged technology functions about architecture.

3.Other companies (outside of IAG NZ) seeking input on Architecture function.

Previous Assignments

Challenge

•Federated business model of 6 Business units each with technology investment in diverse solutions – minimal leverage and alignment;

•No current Group IT Strategy (last strategy developed 2 years ago);

• No direct reporting line between Group CIO and Business Unit CIOs – diplomacy required;

•Typical focus year on year IT operational vs IT Strategy beyond current year.

What Bernard did

•Stakeholder analysis to determine Business Unit CIO level of commitment and engage face to face to reinforce need for change;

•Uncovering pockets of excellence in Business Unit IT teams and utilise as a reason for their involvement in Group IT Strategy - greater good of IAG;

•Utilising market place analysis of competitor to provide external forces need for change to Stakeholders;

•Setting course for Group IT Strategy to navigate uncertainty of target and transition states;

•Driving crystallisation of financial opportunity and benefits;

•Publicly recognising contribution of Business Unit IT people involved in Group IT Strategy to embed ownership – reinforce noble cause for IAG.

Results

1.Presentation to Executive Team in August 2012 for endorsement and then to IAG Board for endorsement in Oct 2012.

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Challenge

•Direct Insurance BHAG to double up revenue in 5 years;

•No current IT Strategy (last strategy > 2 years old);

•Business strategies being developed in parallel with IT Strategy.

•Resourcing halved during development of IT Strategy.

•IT Architecture team led by 3 different managers in a space of 6 months;

•IT Architecture team neglected and expertise not utilised for strategic initiatives;

•Majority of team contractors revolving in and out of organisation, loss of IP.

What Bernard did•Co-located team with business stakeholders to accelerate understanding of business needs;• Regular show casing of IT Strategy to confirm alignment of business strategy (while being developed);• Leverage IAG BU expertise to accelerate development of IT Strategy roadmap costs and re-use;

• Defined IT compelling case for change – Why change, why change now, why this way.

• Mobilised disenfranchised Architecture team to produce IT Strategy - matched work to people’s interests and strengths leading to a productive Architecture team;

• Transitioned out contractors for permanents.

Results1.IT Strategy endorsed by CEO & Executives. That is, an IT Strategy and Roadmap for future initiatives to be assessed against for alignment and increase re-use (generating synergy savings).

2.Majority of team are permanent IAG employees.

3.Energised and engaged Architecture Team.

Previous Assignments

Challenge

•Difficulty with getting access to skilled people for an acceptable price point;

•No current IT partner strategy;

•Numerous attempts to partner with offshore vendors with no success;

•Majority of variable work force are contractors.

What Bernard did

•Defined partnering strategy for Direct Insurance.

•Defined decision framework for short listing partners for Direct Insurance and also for IAG Group.

•Developed commercial objectives / IT subject matter expertise for inclusion in Master Services Arrangement with partners.

Results

1.IAG Group wide partnering arrangement with ceiling rates set at MSA level and are negotiable at Statement of work level;

2.Partner rate card at least 20% lower than internal costs (onshore);

3.Rationalised number of contract providers and increased accessibility of skills.

Challenge

•Executive Sponsor for Motor Comprehensive website was an IT division detractor based on past experience with IT;

•IT division slow to market and expensive;

•IT division trying to engage using Agile based approach, however, Sponsor preferring traditional approach.

What Bernard did

•Create a core persistent team and reduce distractions (ie team members were not allocated to multiple activities);

•Utilise technology spikes to confirm do-ability and costs;

•Meet face to face with Executive Sponsor and direct reports on regular basis.

Results1.Website introduced into marketplace within 4 months and < $1M. Original price $4M.

2.Premium discount reduced from 20% down to 15% and sales increased above business case.

3.Business and IT division collaboration acknowledged during new CEO due diligence of Suncorp by former Aviva CIO.

4.Executive Sponsor advocate for IT division’s work. and Agile approach.

Challenge

•$34M per annum investment on fragmented customer facing contact centre outsourcing;

•Contracts with outsourcers expired and inconsistent, and unfavourable commercially;

• Outsourcing used as tactical solution and limited leveraging of outsourcer to better service customers.

What Bernard did

•Defined outsource strategy (strategy, strategic plan and operating plan);

•Defined and shaped RFI and RFP for outsourcung services;

•Disengaged previous partners and transition managed to new partners

Results

1.Rationalisation of partners from 4 down to 2;

2.30% reduction in unit costs saving $9M per annum;

3.Outsourcing offshore (Egypt) and onshore (Melbourne);

4.Outsourcing arrangement / contract considered to be best practice in Vodafone Group.

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Industry Presentations

http://www.cio.co.nz/article/602887/cio-roundtable-big-picture-data-management/

CIO NZ (July 2016) Datacom Breakfast Presentation (Aug 2016)

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Industry Presentations

Business Transformation NZ (Sept 2016) Gartner Case study (Oct 2016)

IAG is a leading general insurance provider in New Zealand with approximately 47% of the general insurance market. Annual revenues are approximately $2B NZD with in excess of 3,500 employees that service the needs of customers through a variety of channels - nationwide branches, call centres, sales sites, online and through intermediaries such as banks, agents and brokers. an interview was conducted with Bernard Seeto, Head of Solution Delivery, who leads a team of approximately 250 ICT professionals (accountable for all system change) on the transformation journey in response to IAG's digital ambitions and wider changes planned to the company's approaches for meeting customer needs and making work a safer place for staff.

Seeto and his team applied a modified version of a McKinsey Framework to the change of their Technology Operating Model in order to gain the agility needed to support the business transformation. Seeto explained how they used seven levers: strategy, Structure, systems, Skills, Shared Values, Staff and Style to define the new technology operating model. Recognising the biggest gap was in the leadership capability that was required to be successful in the changing world that IAG in NZ was facing, the company brought in over 20 new leaders to increase the leadership bench strength on Seeto's team to support the new operating model. Seeto also ran a series of off-site workshops to develop existing leaders, encourage diversity, and align staff in the transformation by building trust and creating a coalition of the willing for change.

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Industry Presentations

CIO NZ (Nov 2016)

The dynamics of competition are changing for organisations. Customers are better connected to the internet more than ever and expect so much more from corporations. Products are becoming more integrated with technologies such as cars. New “micro multinationals” are born global, and are entering marketplaces with minimal costs. Technology is more affordable and design sophistication has significantly improved. The combination of these factors is leading to an exponential rise in volume, variety, variation and velocity of data.

Organisations will need to respond to this new dynamic. Machine learning provides us with an opportunity to respond to these new challenges. Large technology giants such as Google, Microsoft, Facebook, Amazon and Baidu have invested up to $8.5B USD in artificial intelligence (of which machine learning is a field of study) over the last few years, signalling a strong future in this field of technology.

In general, machine learning is the ability for computers to learn without explicitly being programmed to do so. The machine learns through applying algorithms to data. The more data, the more machine grows in knowledge.

So, is machine learning right for you ?

Are you prepared to invest or increase your investment ?