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Insurance - Opportunities in a digital and changing world
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Claus Høyer Madsen
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Key note speech given at the Danish Insurance conference in Copenhagen, November 27th 2016.
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Insurance - Opportunities in a digital and changing world
1.
© PA Knowledge
Limited 2014 1PA CONFIDENTIAL - Internal use only FORSIKRING 2016 – OPPORTUNITIES IN A DIGITAL AND CHANGING WORLD Forsikring 2016 Opportunities in a digital and changing world
2.
© PA Knowledge
Limited 2014 2PA CONFIDENTIAL - Internal use only FORSIKRING 2016 – OPPORTUNITIES IN A DIGITAL AND CHANGING WORLD Creating value from digital Unlocking the value of digital business It is collaborative and social in nature It uses data to really tailor the experience It experiments and innovates It allows customers seamless engagement across channels It is efficient, lean and highly responsive It puts more control in the hands of the customer It’s digital on the outside and on the inside Providers will need to explore and exploit all opportunities to use the digital environment to enhance the value they create for customers and stakeholders at a lower cost. Digital can help reshape how providers operate, who they partner with to shape the proposition and how they work to deliver it. Each component of the digital business has the potential to drive higher returns and open up new opportunities.
3.
© PA Knowledge
Limited 2014 3PA CONFIDENTIAL - Internal use only FORSIKRING 2016 – OPPORTUNITIES IN A DIGITAL AND CHANGING WORLD Insurance and pension 2014 Claims Customer retention Threatening disruption In the last five years, the number of smart solutions and connected devices (IoT) has increased fourfold*, and it is estimated that there will exist 50 billion connected devices by the end of 2020** Between 12%-16% of insurance customers changed main insurance company over the past year, 8% expect to changed within the nearest future**** The average NPS score in the sector is -6***** The customers add low value to a product and do not feel any loyality; instead they buy in the basis of price. Likely players who will create new ecosystems****** Apple Google Telcos Manufacturers of household appliances Energy and utility companies Other major technology companies (e.g. Samsung, Microsoft) Insurance companies Most likely Least likely 67% 61% 50% 44% 28% 22% 6% Sector challenges New potential services Position Digital considerations • Dominant in the ecosystem • Partner agreements • Passive involvement. • Identification and prevention of leakage and moisture • Repairs and maintenance • Protection against extreme weather conditions • Security • Fire prevention. • Access and use of data • The organisation’s brand • Customer experience • The ability to innovate • The digital capability. DRIVERS OF CHANGE EFFECT ON INSURANCE COMPANIES Source: *Business Insider Intelligence, **Cisco, ***ABI, ****Chartered Institute of Loss Adjusters, *****FBI kvartalsrapport Smart cars Connected Homes DKK … in a changing world…
4.
© PA Knowledge
Limited 2014 4PA CONFIDENTIAL - Internal use only FORSIKRING 2016 – OPPORTUNITIES IN A DIGITAL AND CHANGING WORLD Technology Tipping Points The Internet of Things Implantable Technologies Supercomputer in Your Pocket Storage for All Smart Cities Artificial Intelligence Wearable Internet The Connected Home Driverless Cars The Sharing Economy 3D printing Bitcoin and the Blockchain Vision as the New Interface Robotics and Services Big Data for Decisions Our Digital Presence
5.
© PA Knowledge
Limited 2014 5PA CONFIDENTIAL - Internal use only FORSIKRING 2016 – OPPORTUNITIES IN A DIGITAL AND CHANGING WORLD Driverless Cars More time for focusing on work and/or consuming Upend existing models of transportation and logistics Less congestion and emissions Improved safety The tipping point: Driverless cars equalling 10% of all cars on US road Expected date: 2026 By 2025: 79% of respondents expected this tipping point to have occurred
6.
© PA Knowledge
Limited 2014 6PA CONFIDENTIAL - Internal use only FORSIKRING 2016 – OPPORTUNITIES IN A DIGITAL AND CHANGING WORLD The Sharing Economy The tipping point: Globally more trips/journeys via sharing cars than in private cars Expected date: 2025 By 2025: 67% of respondents expected this tipping point to have occurred "Uber, the world’s largest taxi company, owns no vehicles. Facebook, the world’s most popular media owner, creates no content. Alibaba, the most valuable retailer, has no inventory. And Airbnb, the world’s largest accommodation provider, owns no real estate. Something interesting is happening.“ Forbes.com
7.
© PA Knowledge
Limited 2014 7PA CONFIDENTIAL - Internal use only FORSIKRING 2016 – OPPORTUNITIES IN A DIGITAL AND CHANGING WORLD Wearable Internet The tipping point: 10% of people wearing clothes connected to the internet Expected date: 2022 By 2025: 91% of respondents expected this tipping point to have occurred “How would you be interested in wearing/using a sensor . device, assuming it was from a brand you trust, offering a . . service that interests you?” Source: North American Technographics Consumer Survey, 2013
8.
© PA Knowledge
Limited 2014 8PA CONFIDENTIAL - Internal use only FORSIKRING 2016 – OPPORTUNITIES IN A DIGITAL AND CHANGING WORLD The Internet of Things The tipping point: 1 trillion sensors connected to the internet Expected date: 2022 By 2025: 89% of respondents expected this tipping point to have occurred Heat your home efficiently Make sure the oven is off Track down those lost keys Light your home in new ways Check on your baby Remember to take your meds Track activity levels Stay out of doctors office Receive pollution warnings Light street more effectively Automatic parking finding Keeping streets clean “The Milky Way, the earth’s galaxy, contains around 200 billion suns. Worldwide, more than 50 billion devices are expected to be connected to the internet by 2020.” World Economic Forum
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Limited 2014 9PA CONFIDENTIAL - Internal use only FORSIKRING 2016 – OPPORTUNITIES IN A DIGITAL AND CHANGING WORLD Insurance Internet of Things 14,5% 13,7% 11,0% 6,1% 14,1% 40,7% What is the greatest challenge slowing IoT adoption for insurers? 9,1% 22,1% 24,7% 19,8% 11,8% 4,9% 7,6% Where is the value for insurers in applying IoT in their business? Source: FC Business Intelligence, 2016
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Limited 2014 10PA CONFIDENTIAL - Internal use only FORSIKRING 2016 – OPPORTUNITIES IN A DIGITAL AND CHANGING WORLD Where would you like to play? You will need to embrace the changes in customer behavior and new technology by improving your current offering whilst experimenting with future business models Status quo – competing by a cost focus of stream lining current products and services. Seeking to improve customer experience by optimising and improving existing solutions, e.g. incorporating new channels. Working with new business models and value-adding activities to suit new customer behavior and needs, e.g. AirBnB and Uber. Staying ahead of the curve by incorporating new technologies to create new ecosystems with opportunities for growth. 1 2 3 4 1 2 3 4 Better use of existing setup Existing products, services and experience New markets and service experience New ecosystems Adoption Low Business as usual Disruption Insurance market Digitalcustomerexperience
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Limited 2014 11PA CONFIDENTIAL - Internal use only FORSIKRING 2016 – OPPORTUNITIES IN A DIGITAL AND CHANGING WORLD Engaging the next generation of customers Providers need to look ahead 10 years to deliver engagement with future customers. To survive and thrive will mean establishing stronger relationships with more customers, at increasingly competitive price points, while operating more cost effectively. That can only happen if customers are doing more for themselves and the human element – in both advice and service – is concentrated on the points where it adds the most value. Consumers will demand higher levels of service from insurance providers and will expect these services to be on a par with the same experience they receive from those who stand out in a crowded marketplace as delivering exceptional personalised experiences. 74% of FS companies struggle to Improve the customer experience through digital innovation PA Digital Barometer Survey
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Limited 2014 12PA CONFIDENTIAL - Internal use only FORSIKRING 2016 – OPPORTUNITIES IN A DIGITAL AND CHANGING WORLD Plotting the customer journeys The expectation of customers today is that there will be no barriers in their dealings with providers. With this increased choice comes greater expectations that customer interactions will be channel agnostic, relevance based and truly designed around customer needs.63% of FS companies aren’t delivering a seamless integrated customer experience PA Digital Barometer Survey Seamless channel interaction is critical There are many customer journeys a customer can take, based on key factors including the advice or guidance taken, the chosen insurance and who provides the service. Customers want to follow these journeys using a blend of digital (mobile, tablet, desktop), telephony and face to face (physical and virtual).
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Limited 2014 13PA CONFIDENTIAL - Internal use only FORSIKRING 2016 – OPPORTUNITIES IN A DIGITAL AND CHANGING WORLD Getting value from data Customer experience needs to be connected across all channels How can providers who lack a single view of the customer hope to paint a rounded picture of each the individual circumstances affecting customers in attempting to deliver a tailored, personalised experience? Having the data to enable the detailed knowledge of customer needs is now critical because the customer behaviours are fundamentally changing Effective Customer Relationship Management is not a new concept, but it has been hard to make the case for change given legacy issues and a lack of a cohesive data strategy. The capability of Customer Experience Platforms can enable re-orchestration of data within insurance providers to provide internal and external facing systems with the ability to decide and predict the right outcome for customers. 64% of FS companies are unable to use data effectively to tailor the customer experience PA Digital Barometer Survey
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Limited 2014 14PA CONFIDENTIAL - Internal use only FORSIKRING 2016 – OPPORTUNITIES IN A DIGITAL AND CHANGING WORLD Reinventing advice The challenge of simplified advice can be resolved by emerging technologies. Artificial intelligence engines will improve the ability to deal with different customer needs, and the customer experience will improve beyond recognition with the likes of virtual reality, gamification and virtual assistants. Data capture will also become easier as existing customer databases evolve into data that can be integrated into robo-advice processes. “With face to face advice becoming a preserve of wealthy clients, providers need to look at the benefits of robo-advice solutions to deliver simplified and straight-through propositions.” Vaughan Jenkins Head of Financial Technology at PA | 11 63% of FS companies don’t believe they can easily integrate with third-party solutions PA Digital Barometer Survey
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Limited 2014 15PA CONFIDENTIAL - Internal use only FORSIKRING 2016 – OPPORTUNITIES IN A DIGITAL AND CHANGING WORLD Leveraging cloud based solutions PA uses cloud-based services to help organisations create innovative, cost-effective and scalable IT solutions, from concept development to design and delivery. To move at pace requires flexibility to delivery change quickly Cloud computing is no longer a fad embraced only by brave early adopters. It is an established and proven game changer for all businesses - large or small. Benefits of cloud platform: Cloud app solutions, such as mobile apps, social apps, business process apps, and websites Big data solutions, such as interactive tools, trend detection and BI dashboards, using Google BigQuery. 67% of FS companies struggle to bring new products and services to market quickly PA Digital Barometer Survey
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Limited 2014 16PA CONFIDENTIAL - Internal use only FORSIKRING 2016 – OPPORTUNITIES IN A DIGITAL AND CHANGING WORLD Overcoming legacy Enabling efficiencies through FinTech In firms where the cost of changing content on an output can run into millions, the idea of launching a fundamentally new product, or delivering a digital proposition that actually speaks to underlying product platforms in any transactional way, feels like another world. Increasingly, manageable solutions and technologies are available off-the-shelf, with a relatively straightforward integration and flexible customisation overhead. Solutions such as user-interface enablers from Avoka and Vizolution, to workflow innovators and verification automaters, there are myriad of options to partner with leading edge technology players to cut both cost and time out of the transformation process. 66% of FS companies believe technology is holding them back PA Digital Barometer Survey
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Limited 2014 17PA CONFIDENTIAL - Internal use only FORSIKRING 2016 – OPPORTUNITIES IN A DIGITAL AND CHANGING WORLD Time to think and act differently Digital transformation cannot be done in isolation. You will need to embrace both your traditional business, insuretech companies and other players to form new eco-systems Those who win will be those that can adapt to change striving to incubate ideas into transformational propositions. DECENTRALISED Business units Digital Innovation Digital Innovation CENTRALISED Business units Business units Digital Innovation SEPARATED Digital role Non-digital role VALUE STREAMS Business units Digital Innovation
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Limited 2014 18PA CONFIDENTIAL - Internal use only FORSIKRING 2016 – OPPORTUNITIES IN A DIGITAL AND CHANGING WORLD Deploying change faster There are a number of techniques and processes that can help providers transform through adopting agile. Adopting agile requires a significant change for both the organisation and its individual employees including not only those within Change & IT teams but crucially the business overall. Agile is no longer just a methodology, but a culture in its own right. Agile has the capability to: Approached correctly, Agile has the potential to delivery projects 3 times more quickly than traditional waterfall projects delivering substantial cost benefits. Deliver better products faster Simplify organisational complexity. Create value and reduce risk. Train and empower digital. 62% of FS Companies don't believe their existing governance models are suitable to deliver digital change quickly. PA Digital Barometer Survey
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Limited 2014 19PA CONFIDENTIAL - Internal use only FORSIKRING 2016 – OPPORTUNITIES IN A DIGITAL AND CHANGING WORLD Enabling transformation Success in releasing the capability of digital transformation will require providers to align their culture and capabilities to deliver change. Providers need to look at their overall organisational capability. We define this as the culture that will drive digital transformation. Providers will need to enhance their digital capabilities across the organisation to drive transformation change. | 6 50% of FS companies don’t believe they have the skills to succeed PA Digital Barometer Survey 70% of providers will continue to outsource to focus on core business PA 2015 IT Outsourcing Study
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Limited 2014 20PA CONFIDENTIAL - Internal use only FORSIKRING 2016 – OPPORTUNITIES IN A DIGITAL AND CHANGING WORLD Facing up to the digital challenges Challenge Capability Enabler Customer Experience Data Customer Experience Platforms & Analytics Advice Automation Robo-Advice & Simplified Propositions Legacy Systems IT Delivery Agile Delivery & FinTech Proposition Development Research & Development Innovation Labs Technology FinTech Architecture Organisational Silos Culture Transformation Business Design Frameworks Distribution Technology Partners Integration Services Through our discussions with providers it is clear that to enable new digital capability requires a number of challenges to be overcome. We have identified the capabilities that providers are seeking to strengthen their digital propositions. Delivering this enhanced capability will require providers to invest in the underlying enablers that aid transformation. The challenges facing providers to deliver their digital capability require strategic decisions to be delivered, together with a clear mandate to drive change forward.
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Limited 2014 21PA CONFIDENTIAL - Internal use only FORSIKRING 2016 – OPPORTUNITIES IN A DIGITAL AND CHANGING WORLD How to succeed with your digital transformation?
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Limited 2014 22PA CONFIDENTIAL - Internal use only FORSIKRING 2016 – OPPORTUNITIES IN A DIGITAL AND CHANGING WORLD Culture & Leadership People & Skills Structure & Location Strategy & Governance Application & Technology Information Process Infrastructure & Facilities Sourcing & Suppliers CUSTOMER MODEL DRIVETHETRANSFORMATION PROGRAMME DELIVERY DIRECTION DIFFERENTIATION THINK DIGITAL Set the Digital Business Pathway ORGANISE DIGITAL Access critical resources BE DIGITAL Ensure exceptional delivery and control Enabling your digital transformation Our transformation model helps clients understand the necessary elements required to deliver digital transformation.
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Limited 2014 23PA CONFIDENTIAL - Internal use only FORSIKRING 2016 – OPPORTUNITIES IN A DIGITAL AND CHANGING WORLD Digital Strategy Digital Delivery Digital Design Innovation & Business Design How can digital integrate with our business strategy and leverage our proposition and customer experience? How can I overcome legacy IT platforms and deliver technology change more quickly and effectively? How can I deliver new propositions to the market and optimise the organisation structure to enable digital change? How can we design the customer experience and optimise our channels to deliver new routes to market and lower transaction costs? ? Enabling your digital transformation Our clients typically start by getting these four areas right.
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Limited 2014 24PA CONFIDENTIAL - Internal use only FORSIKRING 2016 – OPPORTUNITIES IN A DIGITAL AND CHANGING WORLD Enabling your digital transformation The four digital focus areas will need to be supported by a range of new capabilities – and to gain the right pace you will need to build your digital capabilities as you go.
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Limited 2014 25PA CONFIDENTIAL - Internal use only FORSIKRING 2016 – OPPORTUNITIES IN A DIGITAL AND CHANGING WORLD We make the difference Claus Høyer Madsen Partner, Head of Digital, Nordic Tel: +45 39 25 50 00 Mobile: +45 40 70 60 35 E-mail: claus.hoyer.madsen@paconsulting.com www.paconsulting.com/digitalbusiness @GoDigitalPA
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Limited 2014 26PA CONFIDENTIAL - Internal use only FORSIKRING 2016 – OPPORTUNITIES IN A DIGITAL AND CHANGING WORLD Setting up the organisational design for a new digital platform How PA helped Our team developed Worldpay’s digital strategy, defining their digital objectives, and future state vision. In delivering their roadmap we: • Undertook an Audit of all current capabilities and where key deficiencies existed and benchmarked competitor analysis • Initiated a future state view of what the experience should be like. • Undertook a gap analysis of the capabilities needed vs those that currently existed • Outlined the roadmap in 3 phases ( fix, develop, grow) spanning a 3 year period • Delivered the outline 3 year business case with more detail for year 1. Included detailed costs for the " fix" phase. • Managed stakeholder engagement and defining linkages to the broader new Worldpay Brand Programme. We then supported implementation of their new digital platform. The client issue Worldpay are one of the world’s leading payment companies. They asked us to help shape the future strategic and operational management of their new digital estate. The initial 12-week strategy engagement determined Worldpay’s digital strategy and achieved Executive Team sign off for overall digital programme and initial tranche of funding for Delivery Phase 1. PA Consulting provided us with a great combination of thinking and delivery. This went from defining the types of digital capabilities we would need to compete in our markets and reflect our new brand positioning, through to the hands on delivery of the first phase of our activity. The team worked tirelessly to deliver the solution, and their efforts have now helped us show a more consistent, effective and engaging face to our different audiences across the globe.” Chief Marketing Officer and Product Officer, WorldPay “
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Limited 2014 27PA CONFIDENTIAL - Internal use only FORSIKRING 2016 – OPPORTUNITIES IN A DIGITAL AND CHANGING WORLD Delivering digital transformation The client issue Royal London were embarking on a major brand transformation programme, bringing together a number of siloed companies under a single new brand. Their digital platforms had grown organically over a number of years, using disparate systems and teams to manage a complex digital estate. Royal London needed to ensure their digital presence supported their new brand objectives. How PA helped PA successfully led Royal London’s Digital Transformation from strategy and design to delivery. We then took responsibility to deliver some of the critical workstreams while supporting others to achieve multiple outcomes. These included: • Development of an overarching digital strategy • Approach to customer experience design • Creating User Experience design patterns • Creating requirements definition and test frameworks • Managing 3rd party digital design companies • Engaging with internal digital marketing teams on content migration • Providing acceptance criteria and testing pre-production • Providing "go-live" support Setting up for success PA also set up the governance and structure to manage the transformation programme which included the establishment of a Working Group and Steering Group consisting of Business Unit leads that acted as the decision- making authority including implementing the Programme. As separate brands started to integrate it was clear that Royal London's digital organisation needed to be reviewed. Working across a range of stakeholders and involving their Group Executive team, PA conducted: • Analysis of business unit strategies, formulating an overall group strategy • Analysis of operational units assessing skills, resources, demand and programmes to identify gaps in delivery model • Presenting a series of option "models" to which digital could be re-aligned and serviced more effectively throughout the company • Achieving sign-off from operating CEO's and Group CEO to implement new target operating model PA were instrumental in achieving delivery of our brand transformation programme and delivering our digital strategy, executing the delivery whilst supporting our business and IT teams throughout.” Group Brand Director, Royal London Group “
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Limited 2014 28PA CONFIDENTIAL - Internal use only FORSIKRING 2016 – OPPORTUNITIES IN A DIGITAL AND CHANGING WORLD Transforming one of Sweden’s leading insurance companies to a digital customer service PA was chosen to design and run a programme to establish an Omni-channel approach for its customer services. PA worked with the finance company from the initial business case to the implementation and Go-live of a new multi channel customer centre. Quality assuring the strategy and organisational capabilities for a global bank to deliver its Digital Transformation. Within large and complex universal banks, the maturity of the Digital agenda varies widely. Consequently this directly affects the organisation’s ability to deliver on its digital promises to all stakeholder groups. One of the principle enablers of a successful transformation program is the ability of the organisation to articulate a clear and connected business strategy. Helping a leading insurer to digitise the payments process to reduce transaction related costs. PA helped the client with the design of a digital payments solution which were in line with the client’s strategy to migrate to a digital platform for all customer engagement. As a result, automation of transaction processing increased by 60-70% greatly reducing costs and improving efficiency and customer satisfaction. Driving the digital transformation for a Savings & Investment provider PA supported Standard Life in a number of high-profile areas of its transformation programme, including roadmap development, programme shaping and delivery, cultural change and reviewing the firm’s technology plans. The work included developing a group-wide digital strategy and significantly re-engineering Standard Life’s B2B digital offerings, as well as developing a direct-to-consumer capability. Digitising Financial Services
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Limited 2014 29PA CONFIDENTIAL - Internal use only FORSIKRING 2016 – OPPORTUNITIES IN A DIGITAL AND CHANGING WORLD PA has been invaluable to us through the launch of our new website and development of new functions. They have been fully integrated into our Online IT and Business teams and have worked tirelessly alongside JL Partners to achieve our £1 billion online target ahead of schedule and online sales that are around 30% of total John Lewis revenues. Paul Coby, IT Director, John Lewis Our digital capability recognised
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Limited 2014 30PA CONFIDENTIAL - Internal use only FORSIKRING 2016 – OPPORTUNITIES IN A DIGITAL AND CHANGING WORLD PA is a consulting, technology and innovation firm. We define success as achieving exceptional results that have a lasting impact on businesses, communities and individuals worldwide. This principle has remained the cornerstone of our ethos for over 70 years – and it continues to underpin everything we do. In the changing world of retirement, we are uniquely positioned to inject rigour into business design, partner selection, customer experience, data and analytics which is underpinned by our experience in Digital, Delivery, Assurance, Strategy and Technology. Our clients choose us because we challenge convention to find the solutions that really work in practice, not just on paper. Over 100 digital consultants enable us to serve our clients to enable their digital transformation. Supported by 2,500 consultants globally Developers & Architects Supply Chain Experts IT & Business Analysts Data & Decision Scientists Hardware Engineers User & Customer Experience Experts Deep Sector Specialists Programme Delivery Managers Business Design Experts Strategists
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Limited 2014 31PA CONFIDENTIAL - Internal use only FORSIKRING 2016 – OPPORTUNITIES IN A DIGITAL AND CHANGING WORLD Contact Us Claus Høyer Madsen Partner, Head of Digital, Nordic Tel: +45 39 25 50 00 Mobile: +45 40 70 60 35 E-mail: claus.hoyer.madsen@paconsulting.com www.paconsulting.com/digitalbusiness @GoDigitalPA Corporate headquarters 123 Buckingham Palace Road London SW1W 9SR United Kingdom Tel: +44 20 7730 9000 paconsulting.com We Make the Difference An employee-owned firm of over 2,500 people, we operate globally from offices across the Americas, Europe, the Nordics, the Gulf and Asia Pacific. Our deep industry knowledge together with skills in management consulting, technology and innovation allows us to challenge conventional thinking and deliver exceptional results that have a lasting impact on businesses, governments and communities worldwide. Our clients choose us because we don’t just believe in making a difference. We believe in making the difference. Amdi Hansen Partner, Operational Excellence Tel: +45 39 25 50 00 Mobile: +45 40 99 46 90 E-mail: amdi.hansen@paconsulting.com Martin Tillisch Partner, Financial Services Tel: +45 39 25 50 00 Mobile: +45 40 99 46 42 E-mail: martin.tillisch@paconsulting.com
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