 So, when I was doing the research for this talk, I found out a lot about insurance, which I didn't know. For example, Allianz has more than, I think, 85 million customers, 140,000 employees, so it's a very large positive sum game to use Sam's analogy. Allianz also ensures something like three quarters of the global 500, top 500, Fortune 500 companies for everything from building insurance to cyber attacks to drones now. And it has also ensured all 24 of the James Bond films in production. We already had a very good introduction to Rob Mead, but just to say a little bit about Pivotal, it's now valued at 2.8 billion after a recent investment by Ford. And Rob was voted one of the 35 coolest CEOs in Silicon Valley by Business Insider last year. He also was on their list of Silicon Valley stars over 50. Because he founded Pivotal Labs 27 years ago and was one of the pioneers of agile development. So Andreas, let me start with you. So Pricewaterhouse Cooper brought out a report last year where they said that insurance is the industry facing the most disruption right now. So what are the biggest challenges that Allianz is facing because of those changes? One of the biggest challenges at the moment is obviously our low interest rate environment. I mean, you can imagine being a life insurance company or even a PNC insurance company, that's a very big challenge. But that's maybe not so interesting for this venue here. Digitalization is the topic that is most interesting for us. So we see some changing customer behavior. Obviously, a lot of people get their quotes and they buy online. But in the German market, we don't see it so much. It's about 10% slowly rising, but not tremendously. The main change in the customer behavior is research online, purchase offline. So they get quotes, they get information online, but they still purchase offline with our date agents, with our banks, with our brokers and other sales channels. And we have to support this changing customer behavior. And then obviously we see a lot of new competitors are disrupting the industry and increasing the also attacking insurance companies. So you see Knip and Clark and all the apps that try to enter the customer interface and offering some convenient service for the end customer, for managing their insurance or some lien contract administration or some life planning or investment planning. So it sounds like you need to become more customer centric and you need to provide more continuous services maybe to your customers. I think everything faster, more convenient. Definitely. So I mean, digitalization itself is not at the center of it. It's still the customer. So for example, we don't offer some special tariffs in the health insurance industry where we grant some rebate when you wear variables. So that's not the main topic because it's not value adding for your customer. But we offer apps to make a claim filing process automated. That's a real convenient factor for our customers and that is very important for us. Or we launched in Germany this year in April our telemetry bonus drive where you get for some good driving behavior where you get a rebate for up to 40%. And this is something where we sold now since April some 9,000 policies and we aim for some 25 at the moment market leader in Germany. So Aliens adds its own telematics chip to the car and monitors the driver. Is that how it works? There are two different solutions. One is using a box inside the car and one is an app and this bonus drive that works with the app. So it measures how you speed or break your car and it's measured with the app. So is this changed to a more customer-centric approach? One of the reasons you started looking at Cloud Foundry and talking to Pivotal? Definitely. So this is one reason where we have to really invest and speed up our internal development. And therefore I was looking, initially it was driven by IT. I was looking, doing some market research, looking at some cloud concept for large enterprises who is offering hybrid solutions. I always have to go for an on-prime solution because of sensitive data in Germany. That's a very big topic. And then after checking some of my connections, the recommendation Pivotal Cloud Foundry is one of the most major platforms. And then regular I go to the consumer electronics in Las Vegas and visiting some companies in that area in January. And in January this year we visited also Pivotal in San Francisco and some other companies there, of course. And the good thing about it that it was this time not only an IT-driven activity. Our CEO of Alliance Germany and head of market management, he joined us. So he could see immediately what the benefits also for the business is there. And that was some very crucial moment there. And myself and the CEO, they were both pretty convinced that this could influence our speed at digitalization. And therefore we went on a journey with Pivotal, I can explain. So you're not just transforming your IT organization, it's the entire company is turning into an agile business, essentially. Definitely. That's one of the main drivers. So we had some activities maybe five or six years ago where we tried to transform the software development process in an agile fashion. But we failed miserably because it was purely IT-driven. And if you don't do co-location, if you don't get the bind from the business owner, then you definitely will fail. And this is now different. So Rob, have you seen similar things at other companies that if the impetus is only coming from IT, it doesn't always work? Yeah, for sure. And I think, you know, as Andreas was saying, with the co-location. So for a long time, we learned long ago as we worked with companies large and small being change agents, it really helped to get them out of their everyday environment and into a new immersive experience where they could work with modern techniques, modern technologies without the distractions of their sort of legacy environment, if you will. And as we work with companies like Allianz, we're also not just being change agents, but we're helping them create change agents internally. And those change agents will face the same challenges. Yeah. So they are increasingly making their own spaces, both organizationally and structurally, physical plant spaces, new organizational structures, in order to carry out that change at the same pace. So I know initially that Pivotalus used to send your developers into the client's office and try and work there, but then after a certain amount of time, for example, after working with Google, you decided they needed that separate space. And actually, Andreas, I think you're doing the same, right? You set up your own garages, as you called them already. Exactly. So that was basically we did a copy of the Pivotalus somehow and the copy of the concept. I was pretty convinced that setting up these new garages within the premises that would fail because typically in our case, so we laugh being a traditional organization, we laugh waterfall and we laugh our line organizations and we laugh several layers of our steering committees. I mean, everybody of you who is working in a large organization knows that too. And so I said it has to be a little bit away from the headquarter, but not too far away that I could send people to that location. And but far enough so that the line manager cannot influence the daily work of the team member. That's clearly a popular notion with the audience. It seems to be, yes. And typically our developers or business analysts or designers, they work on five projects at the same time. And if you're good, you're working on 10. And that's tremendously inefficient. So the first task was to get them out of their traditional environment and put them into the garage concentrating on one project. And that's mandatory that the team members work co-located. So all disciplines from market management, analysts, designers and developers co-located in these garages, at least from Monday to Thursday and maybe Friday they can do some line management maintenance stuff, but they have to work together in an agile fashion. So these are teams from 10 to 12 people. One product owner, two to three designers, five to six developers. And then they work in the agile fashion. There's a stand-up meeting, office stand-up meeting every morning. So we don't do it like in the London lab at 9.06, we do it at 9.12, it's 15 minutes. It's German innovation at 9.12. And then that's because of the schedule of the underground. So it comes a little bit later there. And then there will be the team stand-up and then they will go into the pairing session. And this is a very important concept there, which we also copied from the pivotal labs. So we pair the designers every day just to get a better code quality and to do some know-how sharing with the junior and more senior developers. And I think you made also, we discussed it yesterday over dinner. So you made also some very good experience with this pair programming in combination with test-driven development. I think it's interesting that you are essentially disintermediating your management and your developers really devolving a lot of power down to the teams. So all of the process and not being directed by the manager, they can make their own decisions more and more, you were saying. But also with respect to IT, because they can self-service on everything now, right? So they don't... Definitely, definitely. So historically, so our experience, so to get a deployment that would take maybe two or three days to production with a lot of manual tests and so on and so on. And now with the apps in the garages, we can do it on the basis of Cloud Foundry. We can do it within minutes. Obviously, you have to keep up the discipline to get the test coverage of the test cases in the test-driven development quite high, over 90, 95%. Your ideal case would be 97%. As I learned yesterday, we are not there yet, but we are constantly increasing. But this is the concept. And I got, since it was driven, the whole initiative from our CEO, I got a lot of buy-in from all parts of the upper management. They really see that software development is faster and the result is better. We do a lot of test, customer testing in the iterations, in the sprints. We bought some design company from TIC, the local branch in Munich. We integrated them into our garage concept. And there we got some design capability, which we set in the teams. And at the moment, we are running at a pretty high speed. So the visit to the Pivot Labs was in January, so 8th of January. We opened the Munich lab in April and the lab in Stuttgart in July. And in Munich now, nearly 100 people working in that fashion. And in Stuttgart, it's 86. So you've gone from like four people going to Pivot Labs in London at the end of last year, I think, to almost 200 already working in this way. How did you navigate the change of people's roles? So generally, Pivotal only has about three different roles, design or product manager and developer. And I'm sure there were many more in Allianz, including the line managers. So you talked about how you had these boot camps. Can you tell us a little bit about that? At the beginning of each of these projects, there's a boot camp and the designated team members meet and they get all about the technology, the build pipeline, the manager process, and so on and so on. And then the different roles in the teams are discussed. And we do a complete change. We also have only these three roles. And it's not important from which line function they come from. Only the skill is important. And that's quite a peculiar thing. Sometimes you find out, because you see then the history of the people that you find very good developers in market management. You will find very good developers who are at the moment business analyst. And you could use, obviously, this skill in the team. And then they go to different roles irrespective from the history. And how do you get, so you said you had buy-in at the C level, let's say. But what about the people more in the middle management who were probably traditionally the line managers of these developers and so on? Like, how did you get them to trust these new teams and like build that trust that they could devolve more authority to them and so on? That's at the moment still in progress, I would say. Is that one of the most difficult things to do? That's one of the most difficult, yeah. I mean, that's one of the most difficult things because their role is changing. I mean, just imagine some kind of, we call it E3, head of a group of, say, 10 to 15 people. If this guy would send them 10 of his best people to the garage, left with five doing the maintenance of the old applications, that's not the fun part of the work. And therefore we have to change the roles of these guys a little bit more distinctive, say, one is people leader and one is a role in the garage. So how do you incentivize them? Because you're saying basically they're losing their best people, more or less. That's a staffing process. I think we have a very good overview of the skills and the profiles of our guys. And then the screening who would be interested in the garage. And we also have obviously a big pull from the employees, from our colleagues to go into roles in the garage. And therefore at the moment, I don't have to push anybody. So do you think, I know you have mainly taken people who are already working with Allianz into the grudges, but do you think you're going to change the way you hire new people as well? That's one thing, so thank God I got some new positions for IT that was granted in the board a couple of weeks ago. But I think we have to change our hiring process. And there I learned yesterday that there is a very distinctive hiring process at Pivotal doing a pair programming interviews. It's called Rob's Pairing Interview, RPI. And then you do some pair programming with Rob. And you did, I think, over 2,000 interviews. So do you want to tell us a bit more about Rob's pair interviews? Oh, should I? So this was something that evolved over many years at Pivotal. And it was designed to relatively quickly in under an hour assess whether someone would be a good fit for the style of work that we did and would be capable of keeping pace with the teams. And in addition to fundamental programming skills, you may have to be a programmer really to understand, let alone pass the test. But that's sort of not the most important part. The important part is that you can think abstractly, that you can think and interact very quickly, and that you have a great deal of empathy. So we obviously work in a highly collaborative environment and we pair and so forth. So those are the things that really look for empathy, actually being the thing that is emphasized the most. As many people in this audience know, that's also something that we do for people who wish to become committers and to Cloud Foundry and work full time on it. So they also go through that gating exercise. So even other members of the Foundation, IBM, SAP, HP, are training people on how to administer that programming interview. So again, with the focus on an aptitude and skill rather than background and history as Andrea said. There's one additional concept which is very interesting, according to my opinion, for large enterprises, which we learned then through our cooperation with Pivotal. And this is the concept of Lean Startup. So typically you will find, as in our organization, waterfall and very, very large projects. So the information is gathering demands requirements for over a year, then giving these kind of concepts to the IT. We come back with estimates of a couple of million nobody could afford. And then we go fighting about each requirement and then become up with some compromise and nobody is happy. We tried to change this somehow. And this is a concept that was transferred from startups into enterprises and it's called Lean Startup. So we always think in MVPs of 100 days now. And it's quite difficult, obviously, to implement that change. But if it is successful, it's very, very powerful this concept. So think of a venture capitalist who would like to invest. We have a team, basic size, 12 people. And that goes for 100 days. So you have to invest something between 500, 600,000 euros. And this team commits on a certain scope and you initially say you have to reach or the team commits to certain KPIs. And we commit that we get the following feedback from our customers, the following sales figures, whatever. And then this venture capitalist, internal venture capitalist committee says, OK, go for it. We can try. And these MVPs are always in such a fashion that you can stop afterwards. So they are... We also have to stop now because we're out of time. But if anybody would like to come up and talk to Andreas or Rob after the talk, you can ask him any questions that you want, because we could be talking about this on stage for another 20 minutes quite easily. But we need to leave the next speakers on. So thank you very much, gentlemen.