 This morning Marcel and Bart will go through a case study on the deployment of Agile IT for IT in the digital enterprise, so warm welcome please. Thank you. So we are honoured to be here and to tell something about our journey from the last three years, how we did implement IT for IT within an IT organisation. But when I heard the stories this morning, there are all kinds of models, ideas about digital transformation and what we did do the last year was how can we implement a model within an organisation, in this case an insurance organisation, and what kind of journey that we have. We presented that in the form of a case study. So you will see what we experienced, what we did and how did we implement the strategic orientation of an insurer within our IT organisation. And this is the story we will tell, that's our idea about that. I hope it will work. So we're already introduced, so I think that's not necessary anymore. Some key effects about FIVOT, FIVOT is an insurer in the Netherlands. We have different lines of an insurer, we have PSE, we have an asset manager, we have a live corporate organisation part and we have an individual life. So there are different parts of the insurer we support. We have 2.4 million customers in the Netherlands in this moment and we are owned by a Chinese company. So I must say we are owned now for more than 3 years of a Chinese company. I personally report to a Chinese lady of 38 years and you see that it's very special to be a real Dutch company which is owned by a Chinese company. And there are a lot of culture aspects in the way how you can act with a Chinese company in relation to what's going on in the Dutch market. And we learned a lot about it. We have different brands in the Netherlands, we call it Switzerland for the Dutch people. Real, now Gauw and Actium, that are the brands we deliver in the Netherlands in this moment. We don't have any European exposure, we only have in the Netherlands exposure and that's also the target we have. And we are transforming to a digital insurance. We started with that in 2014 and I think it's very important that if you want to join this kind of transformation routes then also the IT organization has to transform itself. And that's what we are doing in this moment. And I think we are in the phase now that we are ready also to enable FIFA itself, the insurance self, to a digital journey which they need for the digital transformation which is needed in the insurance company. Yeah, okay, can you go one back please. So I represent fruition partners, we are a DXC technology company, meaning we're part of the DXC family but we operate our own IT for IT department there. That goes from advisory services to implementation to managed services. Basically all the things that we are also delivering at FIFA. My part is running from the Netherlands, we have about 400 people working there and globally fruition partners is over a thousand employees. You can see the other figures there, I think most important says that we joined FIFA on their journey in 2016 and we are still working together today. Okay, how do we elaborate our story a little bit? First I will mention something about the challenges. What are we doing for FIFA, not only the IT department for FIFA. After that we will explain something about our journey, we had the last three, four years. We will look forward what will happen in the next period and after that some learnings and also some conclusions from our side. This is a difficult picture, I think it's nice to have also not only models but also infographics, that's what you see over here. And you see on the lower part of this picture the four strategic pillars of FIFA. The first one is data. It was already mentioned this morning, data is a very important asset I think for all organizations, not only for insurance companies but all the organizations which will use data in an independent way. What can you do with data, not only within your own organization but also in combination with other data sets outside your organization, how many should you get? That's I think one of the issues about data. The second part is digitalization, it's called digital in this way, but digitalization is one of our strategic pillars within FIFA. How do we digitize our organization in the right way? The third one, it's mentioned before already by Deloitte but also by the former speaker, customer centricity. How do you focus on the customer? How do you interact with the customer? What kind of relationship do you have with the customer? In the Netherlands we are intermediate insurer so that means we are not used to interact real direct with customers so we have to learn a lot in that area. The last one also mentioned this morning, many times innovation. It's important to have innovation on your plate and to see what are the possibilities in the world within Europe to handle with it and to see how can you incorporate that kind of things within your environment. Based on those four strategic pillars, we as an IT company, we are on one side, we are running the business so we have to reach out our SLAs, we have to reach out our KPIs, we have to do our business within the budget we have. We have to do our incidents, we have to do our problems so all kind of normal acting as an IT company is part of running the business. And on the other side, we think that an IT company, and that's the reason that we changed our name from IT to DTC, Data Technology and Change, that we have to drive the change within the whole fever company. And that's what we are doing now. How do we do that? For example, we have high performing teams so it's not only a team with an operational side and a business side and an application side now, we have one team, agile teams based on Scrum, based on the Safe Framework, how can we handle all kind of things within high performing teams. But also, we created IT automation. And I think we'll elaborate that a little bit more in the next slides. We created a pipeline in which we all collected all the applications we have in an automatic way. So our CI and CD pipeline is created automatically. And we need it to take the step forward to be in the digital age and to see how can we use digital and technology in a way that we see a digital area for us. But also, compliance and secure is very important. So if we make security, it must be in place. In the past, we had a castle. Within the castle, it was not allowed to do strange things. We don't have a castle anymore. We have islands and the islands has to be connected. So security is a very important topic to see how you can create it. And based on that, we have from the IT side some goals. One goal, I'm sorry for that, is cost containment. We know, I think, every IT organization, but every organization in itself is working. How can we use our money in the right way? But also, how many costs do you need to run the business as usual? The second one is quality. How do we improve the quality? And quality is not only the delivering of the services quality, but also quality in an equal way. That we know that the business and the customer do get the same quality of services, of application infrastructure, but also business opportunities in the way they can use it very easily. But also, economy scale is a very important thing. And also, I mentioned this already, automation. If you look to the four challenges which I picked out, you'll see them over here. The first one, how can we reduce cost? The last year, we reduced our cost, not only the change cost, but also the running cost with more than 30%. That's a big amount of money. And a lot of people said that's not possible, but we had to do it because our cost price was too high. So we leveraged on that one that we reduce our cost. We did it by leaving people, but also rationalize our landscape. So we make a landscape more easy, more easy to handle, and also we automate our processes, our IT process within the IT organization. So we need less hands to do the work which is needed. Time to market. Time to market is a mean in this way. Time to market for products to the customer. And the customer is not the business in our case. The customer is the person who pay the policy premium. That's our customer. So we want to have shorter timelines to get new products and also new services into the market. But also quality is an important thing. I mentioned it already before. Quality is not only quality in defects, but also quality in delivering all kinds of services to the environment of FIVAT and also to our customers. And we did that by automation and also by orchestration. And last point, compliance and also information security is very tough. We have to get it in place. And nowadays it's very, let's say, tough to get it in place in the right way that information security is always there. And as we are an insurer, we have also the Dutch National Bank who says to us, OK, it's very nice. You have an IT environment where we will check your environment on more than 58 key controls. So I have to report to the Dutch National Bank about, let's say, the way how we act within our environment. So those four challenges we were worked on, we said, OK, we don't want to have it on paper. We want to do something with it. And we did it. But keep calm and use IT for IT to go forward. So basically back in 2016, we joined FIVAT and we discussed the possibilities to handle those challenges and to work on those challenges. Again, cost, speed, quality risk had to do about too many tools doing the same stuff. It was about too many people doing manual work. And we proposed to use the IT for IT framework for that. And over here you see a simplified view of that model. And we still use this picture to communicate to people within FIVAT. And why is that? Because it's a simple model. It's not too complex in the way that there's a lot of information in that. Everyone recognizes the items in here, the capabilities in there. And it also shows that it's aligned, holistic, end-to-end approach. And basically, most people of you, of course, know this model, but just for a little bit of explanation, four value streams together making up the total value chain of IT. Every capability in here is already present in any IT department or IT company, so that's not new. What is new in here is that it's an end-to-end holistic approach and that we connect the capabilities to each other and that we share the data structures between the different capabilities. Most important data item is in red in here. That's the service, basically from an initial idea or initial demand in the business. You manage that service element, that service object all the way through its lifecycle. And of course, you try to do that with a look on the tools that you need to run through the pipeline. You look at the processes in there. You look at the data. You look at the APIs and interfaces that you need. It's all in this module. And that's what we used to educate at FIVAT, basically to come up with an end-to-end solution. And I'd like to share with you an overview of the journey that we did over the last couple of years, and that's this picture. And we will focus on each of the steps a little bit in detail later on. So back in 2016, we started with basically implementing a new tool for IT service management. So that was not a too, I would say, high-level objective. It was basically a tool replacement. And of course, we already worked towards some cost savings and quality improvements there. It's actually the detect-to-correct part of IT for IT. Then we moved towards the CIDCD pipeline that Marshall already told about. We will focus on that a little bit later again. All the way through portfolio management, project management, time writing, and currently we're focusing on financial management, and we're trying to expand that even more in the next couple of months. So you see where the different value streams are located. And you also see some other elements here. For instance, we mentioned a couple of times the hackathon approach, which basically worked out really fine in the FIVAT situation. The hackathon approach is where we, in a couple of days, prove a certain concept together with FIVAT. And then when we prove that concept, we take a couple of months to actually implement it end-to-end for a small set of applications or a small part of the organization. And that's the approach that we took to very quickly prove to the organization that these things actually work. So we are not aiming at large projects, long-term approach. No, it's all very short and quickly respond and quickly showed effectiveness. And that actually made sure that the default teams within FIVAT actually were in line to cooperate with us. Initially they were a little bit hesitating because of course this type of changing the approach and changing tool sets is all scary and it takes additional time. But after a year these teams actually stood in line to cooperate with us because they really saw the advantage there. So we're going to take five parts of this journey and focus a little bit on that. On the top right corner you see which part of the journey we're actually in and I will handle the first one. Basic ITSM, why did we do that? We will, for each of these parts, we will tell you why that was needed. Then we're going to discuss what we actually did, show you how we've done it and focus a little bit on the results. So why we are actually working on that ITSM part that had all to do with reducing the number of tools, made sure that we were able to share the data that was handled in these processes, come to a standard way of working as a basis and of course as a side effect also work on the end user satisfaction. This was to do about instant problem and change management CMDB in discovery, request management. We used ServiceNow as the baseline tool set for that and the second tool set that we standardize on was the Microsoft Azure DevOps tool set which will become present later on. And yeah, trying to click here. And how did we do that? Well basically we tried to limit the deviations to the standard products as much as possible. This is not to do about trying to map a special for VVAD developed way of working into tool sets and by that creating additional implementation time and maybe create maintainability issues. Now we focus on out of the box as much as possible and also on co-creation, right? This is not something that we as a vendor or a service provider did for VVAD. No, we work together in a DevOps team for setting up IT for IT which ensured that once we were a little bit further down the road that VVAD could actually handle the results themselves. And of course a very important part of this first step was the actual decommission of the tools, right? It's often forgotten that once you transform or transition to a new set of tools that you forget to get rid of the old ones or not finish the project totally so that you can actually remove the old tool set and not make the money savings that you expect. So on the right hand side you see where the most results in this first step of the journey were in the cost savings part and also in the quality angle. Thank you, Bob. The next step, I mentioned already CINCD, we thought it would be good to implement not only technology based on service now and Azure DevOps in a way that, let's say, Bart explained to us, but it's also important that the applications which use your environment will be uploaded in this digital pipeline which I mentioned already before because it's only not to get the technology in place, it's also to use the technology and to use also this digital way of acting when we did an IT organization. So what we did in the next step is to get some effect on our application people, how do we get all the applications in the pipeline and that was in fact the next step we did. We did it based on the save model. I don't know if someone knows this model. Some hands or not so many. Maybe it's a model we use to organize our work in a way that you can see how do you get your portfolio and from the portfolio to the parts of the work you have back to the RTs, the agile release trains and then in this trains the work has to be done and that model is based on save. It's an open model which I understand so you can look at it and we combine it also with the work or for IT for IT, I'm sorry. And we did reduce the defects and the rework. What did we do? What we combined was the service now proposition in combination with Azure DevOps. So what we did, we used service now as a layer above everything so in fact it's a dashboard, the management control, everything what's necessary to control your IT environment and all the work you have to be done. And there also the projects which we mentioned, Apex in service now are stored over there but if you want to work with it we get some features, stories and that was also used within the Azure DevOps environment. So we make automatically links between service now and Azure DevOps. And it means that for example if you talk about deployment if you talk about automated testing we can do it in that way because it's an automatic train within the complete environment where we can do that. And also the updates are done automatically so it helps us in reducing cost, it helps us in getting the quality on a higher standard so it helps us in reaching out our targets which we already mentioned. As but already mentioned we did it by hackathons so I don't believe myself that we have a long journey and we put all on paper and we make all kinds of plans I believe in doing things. So set people together in teams, let's do the work with them, see what's possible, what's feasible and then act. That's important in what we did the last two, three years. And in that phase we have also the complete integration of service now and Azure. A lot of my people didn't believe that it would be possible but because of these hackathons and because of the way that they see that it was working in the hackathon they did believe that it would be a good solution for them to work with. So it was not a threat, it will help them in working with this kind of technologies in our environment. And in this moment we have more than 200 applications more than 110 applications are already loaded in this automatically pipeline so it helps us to reduce our cost and to improve our quality and you see the results on cost, speed and quality are improved in this phase. Then we go to the next phase and that's the integrated portfolio management. From the first January of this year we integrate the complete portfolio management for Vivaat in the service now environment. So we don't have any spreadsheets, we don't have other tools, we have one tool and in that tool we use the portfolio for whole Vivaat. So also all the business changes. So it's not only the IT change but also the business change because our business IT alignment is very strong. I'm responsible for the portfolio management group, I'm the chairman of that. So you see that alignment between business and IT is on a very high level. And also investment management looking for business case side is implemented within the service now environment. What we did there is to introduce service concepts. So if you talk about for example allocation of cost, ABC modeling, that kind of things are also implemented in our environment and we use them only from that environment. So we don't have any other tools than only that one. I think if you use and want to use data in a very reliable way then that's very important for us and it's important to clean up your data. So we are sure that the data which is in this environment we can use it directly for repos to the executive board or to the supervisory board. All the information is stated and is correct. And we have an alignment of enterprise architecture and the service portfolio. What we also create is new service models and definition of service models. It's also done within this environment and already mentioned integration of the enterprise architecture and service now. That's combined now based on the IT for IT framework. It's important to mention that every time again because that's our framework where we do our business with. And this step has also results on cost, quality and also on the risk side because on the financial way you need also some risk to manage that and we incorporated that in our environment. And then it works, yeah. The step we are working now is IT financial management. That's the next step after the portfolio. All the costs we have within the IT organization but also partly on the business part where change is related to we have that within this environment. So we have one integrated view on financial management, how we can manage it within this environment. And that means that all the insights are there. All the parts of the cost you want to have are in this environment. So it helps us to get clear what kind of cost do we have and if you want to reuse them or want to know what's exactly going on in that area what are the costs for that service we can find out this environment. How did we do that? Now we defined of course the IT cost model because that's necessary to do that. We integrated service now in IT financial administration what does it mean by that. Our model is linked to our finance department. So we know that everything which is in service now is also in our financial department and they are automatically related to them. So for example if you hire some people people hired by HR our prices of them are collected in the financial system and automatically they are updated in our service now environment and we know exactly what the cost price will be of the service we are delivering. That's an automatic train in our environment. In the past you have to put in all kind of spreadsheets in the financial system and also what we get is all kind of reports based on the information we need to report about finance. And this phase does affect cost and quality a little bit about risk speed was not the highest priority in this phase we get. And the last part and we are working on that also is how can we use all the data which is inside this complete environment because a lot of people are working on what can we do with it data outside the organization but also data in this environment we can use it in a very good way and we are doing a lot of things about what can we do exactly with the data so we are experiencing a little bit data scientist environment based on AI based on ML machine learning to get the data out of this framework and see what can we do more with it than only use it in the way that is within the application. And that will affect cost, quality and risk as we see it now. What is the overall result until now? Our staff is reduced from 750 people in 2015 to 400 now. I must say it is not only related to what we described until now but we reduced our staff in more almost more than 50%. And that is a real challenge and it was also a real journey to realize that. What we did also is upload more than 110 applications in the pipeline that gives an effect on time to market. Our time to market is really three months so we can update our environment very fast and helps our business to do more and faster business with our environment. But also our administration is more up to date. We know exactly which kind of data is there and what is the reliability of the data in our environment. And of course for us it is very important we have to be compliant and we can prove now that we are compliant in our environment. But we will tell something about the next steps. A little bit about what is on the roadmap within FIFA for the coming year. Basically of course you want to complete that IT for IT journey. You want to make use of what is already there and also make it more mature. The approach of starting with hackathons do a proof of concept. The advantage of course is that you have something in place very fast but you always have some cycles after that to make it more mature and more complete. And another thing which is required is all auditable DevOps. You have the dual approach from DevOps where you want to be flexible and agile but on the other hand FIFA requires that audits from internal people, external people are always satisfied. So that's something that we are working on. By doing that that's what we do by bringing all the other applications in the pipeline have some programs in place to mature and work more mature. It's actually taking quite some time and investment to bring the total DevOps change to realization. The governance risk and compliance processes is something that we're focusing on now. And a very interesting thing is that we have now this experience in all that data that we have in IT and see if we can use some of the principles to manage the data in the business side of things as well. So not only look at an application as something within IT that we need all the information from and we need to be able to manage that and need to be able to check the life cycle of an application but also look at the data elements in that application and how are these being changed over time and how are they related somewhere down the line in another part of the chain. But basically we have a couple of things that we use for that. We will use some new modules within ServiceNow, specifically the governance risk and compliance part and the application portfolio management part but there's also still some things going on and making sure that all these people still get educated. Management of change and communication is a really important aspect and we need to continue that all the way down the line. And basically we expect that of course to result in all areas. Thank you. The last slide the key takeaways we think big so do have in your mind what's your target for the coming years, where do you want to go to not only from an IT perspective but also from a business perspective and digital transformation as mentioned before this morning is a very important issue. It's a common rule and common line but how do we implement that in your own organization and I think it's important that all the IT organizations within these big companies must realize how can we play a role in enabling the digital journey for the business itself. So think big start small and we did it with hackathons. So not big plans but do it see if it's possible, use the technology, use the models get the people on board because also that's very important because in the first time I thought oh it will be a threat for me and it will somehow my work no I hope and if we look back now a lot of people like the journey we made and they are proud about what they created the last three years and that means act act now do the things which are necessary and get small steps ahead. I always said cross step is also ahead do it and see where you come so have a plan in mind and a global plan a roadmap based on IT for IT it helps us very much that we have this model of IT for IT because that's a framework where we can use all kind of aspects in relation to technology and in relation to the work you want to be done MVP so if you have technology put it in place see if it's work and see if all the connections will be in place and also and I think that has something to do with leadership we are talking about digital leadership and all kind of things in that area but also if you want to do this kind of things make it a priority because most of the time and I see it every day with all my people they are working for the business because that's very important but don't forget yourself because if you don't enable yourself as an IT company if you don't improve your own environment you will be out of business and I think it's important that an IT organization in our case data technology and change organization will help and will create and will be an enabler of the digital journey and the digital transformation which was mentioned before by other speakers which were here this morning so make it a priority and also communicate, communicate communicate tell about it show what you do try people to get them involved in your journey because if the people are involved in your journey you will see they will pick it up they will create their own journey and they will be part of the total journey and that's what we need to get this kind of things in place and also that was very important for us we choose fruition to help us in this journey because we are not an organization with all kind of models we have enterprise architects we have architects but we need also some backing from the outside world to challenges in the things we are doing and we were very happy with fruition because they do it in a very good way and in the beginning of the project they were in the lead but now my people are self in the lead so it's a movement and now they are supporting us in the steps we have to make in the coming years so I think and we think successful digital transformations requires also an idea for an idea approach I think this is our story but and I hope it's useful for you thank you let's start with the investment it was a million investment or maybe it was an overall investment how difficult was it to get the business and sponsors and finance to buy into it for me it was not very difficult because what we saw that we had a very good business case which was presented to the executive board and if the business case is positive then it's not a big problem in our company to get money for this kind of action so it was not a big problem convincing business case how is the implementation of IT for IT enabling innovation in the insurance business of VVET well I think the most important thing here is that VVET is now able to speed up delivery and speed up the the chain from incoming ideas, incoming business requirements all the way down to delivery and specifically we assisted the DevOps team in a way that they can focus on their functionality which is basically the innovation part and we took away a lot of hustle on the operational part for the DevOps teams that was all incorporated in the pipeline so I think we gave them a larger portion of their time for actually innovating the VVET services maybe I can add something more please do because if you look to innovation VVET and we have a separate team for innovation we call it VINCE, VVET Innovation Center where we create all business options but also technology options in innovation and what we see is we try to connect those to the pipeline we use in IT for IT so that we have a balancing act in what kind of new technologies will be in place what kind of new business proposition will be in place in relation to how can we maintain it in the right way also focusing from all kind of key controls in the international bank that will be in a very I call it safe way good thank you did you have to train your staff in IT for IT yes we did I must say we educate our people we spend a lot of money in education more than the common money which is spent for the people in our organization it's a multiplier by two and we have an all you can train concept and it's offered by Capgemini and all our people can use their education they need based on that portfolio and also IT for IT is also part of that but it's more than only that and we think education is very important to get people on board and to have them also for the future on board it's a sort of incentive so thank you Bart how did you convince the customer that IT for IT was the right approach and there's a second part to the question to give you a heads up what was it that convinced see if it's the right approach I think that the most important part was the end-to-end concept to be honest I more or less said it already in the presentation when we came in it was a basic tool replacement project and after we've done that first step started discussions with Marcel that if we would lift that up to a full IT for IT approach we could actually make much more benefits than just from the ITSM tool replacement part and I think the overall concept and the end-to-end approach convinced him but I'm really interested if I'm right let's say three years ago I was presenting to all my people that we have to improve and to automate ourselves so I mentioned that time that our IT processes has to be automated by more than 70% so the IT organization must be the first part of the FIFA organization who would be automated because most of the time we see that we do work for the business to automate the policy systems, the portals, and so on and so on but I said okay I want to be automated myself so I mentioned 70% of all our process has to be automated and then I linked it to let's say the end-to-end tool came together and the result you showed. Question on DevOps. What is your quantitative success metric with respect to application deployments or updates to the enterprise and can you share any war stories? Maybe the person who asked this question I can give him information in depth if he need of her for me it's a little bit difficult to give that answer because we are in the phase of strategic reorganization and it can be that FIFA will be sold to another insurer so there is information I can't give so I'm sorry this is part of it. No problem, that's good and I'm looking at time so we're out last question can you share any tips on how you engage the hearts and minds both for the IT operating model transformation and your IT for IT adoption journey. There are a lot of initiatives that helped with that so we had demo sessions there were annual innovation days within FIFA where we also helped and described this whole story we had walk-in moments we made the teams aware via formal education programs so actually a lot a lot of different things and I think one of the more important things was that from a leadership perspective the same message came across as well in I think just regular staff meetings and that kind of stuff I think the most important thing in this one is ownership of our own people so I can announce that it's very good you can announce it's very good but the people do and need to believe that it's their way to go so I think we had a lot of energy to put it on the people itself that they can create this journey themselves and not only by all kind of management speaks but also that it will deliver something for their work I think that's the most important thing and you talked of the pride they feel now in what they've created so clearly it's working gentlemen thank you both very much