The document discusses Old Mutual's efforts to create a customer-centric culture through strategic initiatives. It outlines five key tools and three enablers to drive culture change, with the goal of developing winning customer propositions. Regular communication, customer examples, employee workshops, and recognition programs are identified as important for embedding the new culture. The brand promise is to enable positive futures for customers through an easy, valued experience.

1. INSURANCE | INVESTMENT | SAVINGS | BANKING
THE CUSTOMER’S
MOST TRUSTED
PARTNER
Carlton Hood, Old Mutual

2. INSURANCE | INVESTMENT | SAVINGS | BANKING
CREATING A SHARED CULTURE
THAT IS TRULY ‘CUSTOMER FIRST’
2
Five key tools kick-start culture change supported by strategic marketing
Three enablers embed the change
The aim is to create winning propositions for our customers

3. INSURANCE | INVESTMENT | SAVINGS | BANKING
OUR BRAND
IN OUR WORLD
The Brand Promise
Enabling positive futures is a promise
we make to our customers. It must
be true, distinctive, and compelling.
3

4. INSURANCE | INVESTMENT | SAVINGS | BANKING
WEALTH CREATOR
4
Global Hero Peter Sandhurst
PLAY AUDIO

5. INSURANCE | INVESTMENT | SAVINGS | BANKING
EVP: EASY VALUED
PEACE OF MIND
5
‘It’s the way we do things around here’
“As a customer, you want to feel like
you’re not just another number.”
“We should be able to get our
customers from A to B without
barriers being put in our way.”
“Making customers feel that we’re
competent, that we’re responsible
enough to handle their money.”
SHOW VIDEO

6. INSURANCE | INVESTMENT | SAVINGS | BANKING
FEEDBACK
LOOPS
6

7. INSURANCE | INVESTMENT | SAVINGS | BANKING
CULTURE. CUSTOMER METRICS
WM Customer Metrics
Operational NPS
7
accountability 4499 4(R)
brand image 4449 3(O)
being the best 3359 3(O)
aiming high 3333 3(O)
customer/client
interests first
3293 6(R)
achievement 3170 3(I)
customer/client
satisfaction
3131 2(O)
integrity 3082 5(I)
cost reduction 2982 1(O)
commitment 2898 5(I)
brand image 5273 3(O)
accountability 4703 4(R)
customer/ client interests first 4697 6(O)
tamwork 3784 4(R)
customer/client satisfaction 3715 2(O)
aiming high 3464 3(O)
commitment 3229 5(I)
cost reduction 3101 1(O)
diversity 2980 4(R)
being the best 2878 3(O)
OMEM Current Culture Values
2011 – 2012 comparison
2011 2012
-17
24.3
2011 Actual
2012 Actual

8. INSURANCE | INVESTMENT | SAVINGS | BANKING
COMMUNICATION IS KEY
Powering customer
centricity through culture
change
8
A consistent flow of communication is key
to changing a culture.
The mark of success of the 5 key tools is
embedding them in the business.
The enablers that will turn these tools into action are:
 Regular flow of communications
 Customer proof points
 Employee engagement interactive workshops
 Customer Focused Induction training
 Customer intranet site
 Management behaviours
 Recognition programmes that reward customer
centric behaviour
SHOW VIDEO