LV= needed to make changes across the organisation, affecting leadership, people and working practices at every level and across all business areas. Richard Warner, Group CIO, talks about how he transformed the way technology is delivered across the company.

THE CHALLENGE

The capabilities weren’t up to the job and it wasn’t just an IT issue. The changes needed to keep LV= sharp, cut deep across the organisation, affecting leadership, people and working practices at every level and across all business areas.

“Project One and Change Mechanics – they know what good looks like”

Richard Warner – Group CIO

THE APPROACH

Helping LV= transform required a rolling programme of transformation where the focus evolved over time as new capabilities were first created and then embedded.

“With Project One, they work with you, you’re not done to”

Richard Warner – Group CIO

The basic flow was to get to grips with the existing capabilities, establish some foundation standards and efficiencies and then build on these to give different business lines the specific capabilities that suit their needs and enable them to flourish.

THE OUTCOME

LV=’s IT function has stopped holding the business back, and is instead fuelling their future.

It has ceased to be a corporate problem, with service issues, high costs and low levels of customer satisfaction. It has become a real strategic asset for the business, to be exploited as part of future growth ambitions.

“We’ve seen a leap forward in capability, with strong business relationships and predictable delivery of change”

Richard Warner – Group CIO

The review of end-to-end change, which enabled a number of long-lasting and painful barriers to be removed and set LV= up to develop their change capability as a strategic asset, was an important part of making this journey so successful.

POSTED BY: Hayley Greenhill - Head of Communications

SHARE OUR STORY

DOWNLOAD THE FULL ARTICLE NOW
SEND THE ARTICLE TO A FRIEND