Disruption and Disruptors, Part 3: UX Disruption

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Oct 6th, 2015

This post illustrates how Japan’s mobile carriers, which have disrupted the mobile phone industry, are creating technology businesses that will form the core of the mobile Internet era. This is instructive in that it illuminates elements that will be essential for creative destruction. Ultimately, the challenges undertaken by mobile carriers should serve as a significant catalyst for the financial services industry.

The first addresses the initiatives of management. The second is about how the application of new technology is disruptive to existing and established ways of thinking. This third post deals with innovations in user experience (UX) portended by disruptive technology  that were also addressed at SoftBank World 2015.


3. Watson Global Partner (introducing corporate partner initiatives):

The presentation showcased a number of advanced initiatives undertaken at domestic and international corporate partners. These included efforts spanning in-store examples as well as customer service, advertising, work style, security, and contents delivery—all areas that hint at potential innovation applications in financial services. Here Celent  will touch upon cases in the area of user experience (UX) made possible by disruptive technology.


Go Moment: Mobile concierge to improve hotel stays through innovation

  • Go Moment caters to clients in the global hospitality industry. Major international hotel chains are increasingly subject to competition that goes beyond price as comparisons of service ratings online become more important. Go Moment is providing a UX that from the moment a guest checks in harnesses online support for a mobile, local, and personal touch.
  • It is easy to imagine  such a UX repurposed and applied at financial institution branches.
  • Ivy for hotels by Go Moment
  • Go Moment

Pathway Fit: Mobile mentor to coach users to better health

  • Pathway Fit is designed to meet many needs of consumers that want to live healthier lives. It is both mobile and personal, proposing optimal lifestyle choices for users in their daily lives. Pathway Fit’s UX takes the form of a virtual healthcare mentor, beyond which more formidable and reliable medical support can be expected.
  • It is easy to imagine innovative applications of this UX being used to offer support to insurance policyholders and underwriting.
  • Pathway Fit
  • Pathway


Disruption is coming to UX at financial institutions and in the financial industry, and, here again it is entrepreneurs steeped in the newest  technologies (IoT, AI, and smart robots) who have tired of existing financial service experiences that are the purveyors of this disruption .




Disruption and Disruptors, Part 2: Disruption of the established way of thinking

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Oct 5th, 2015

This post illustrates how Japan’s mobile carriers, which have disrupted the mobile phone industry, are creating technology businesses that will form the core of the mobile Internet era. This is instructive in that it illuminates elements that will be essential for creative destruction. Ultimately, the challenges undertaken by mobile carriers should serve as a significant catalyst for the financial services industry.

The first addresses the initiatives of management. This second post discusses the application of the latest technology to disrupt existing paradigms.


2. Disruption: Cutting-edge technologies that Create and Disrupt (Ken Miyauchi keynote session):

President Miyauchi spoke about Pepper and Watson as both agents of disruption and creation in the context of customer service and how people work.

Customer service revolution:

  • The time when robots will offer customer service is only a few years off. SoftBank is planning to deploy Pepper robots as store staff at more than 3,000 SoftBank and Y!mobile shops nationwide.
  • Monthly rental rates for Pepper robots are around 50,000 yen (about $420). Not being subject to labor and overtime regulations, robots offer the benefit of being able to work around the clock. This is seen greatly enabling some  business to cut costs. In addition, all information is processed in the cloud and robot-offered services can be expected to lead to optimal customer service because cameras and sensors record interactions, noting customer characteristics, interaction time, and can survey customers about their opinions—all without bias.

Revolution in work style:

  • AI will trigger a revolution in how people work. Working with IBM, SoftBank will help further develop Watson in Japan to create cognitive computing business powered by AI. Watson, with its ability to learn from experience (so-called deep learning) and draw on a vast pool of information for hypotheses and verification will open the door to a revolution in business possibilities.
  • SoftBank will develop business applications using Watson including what has been dubbed SoftBank Brain—an internally housed version of Watson that will offer business support. Coupling SoftBank’s data with that of Watson will spawn a revolution in operational efficiency through devices such as smartphones.

SoftBank’s management was clear in its approach: they intend to create and spread something that will contribute to greater productivity. Some SoftBank devices are already outfitted with features that allow advice to be given based on statistical data. Moving forward, the company will move to introduce this technology  across a broader scope, including call centers and at corporate clients. The targets of their disruptive activities are equally clear: established paradigms  and business processes inside companies. Miyauchi explained that since its founding, the company has sought out and aggressively adopted cutting-edge technology even if doing so was potentially disruptive to its existing business operations.



SoftBank World 2015 Keynote Session Ken Miyauchi


The need for a revolution in customer service and working style is something that applies to all companies. Celent  believes that the ensuing creative destruction resulting from the combination of IoT, AI, and smart robots could well reshape the world in a way that rivals the industrial revolution. Of course, financial institutions in Japan are also beginning to sit up, take notice, and undertake initiatives.

Disruption is already manifesting itself at financial institutions amidst the preconceived ideas and existing paradigms of the financial industry. The disruptors of this are entrepreneurs and companies that are well versed—more so than the financial services sector—in the disruptive capacity and have demonstrated what this technology can do.


Disruption and Disruptors, Part 1: Initiatives of the Disruptors

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Oct 4th, 2015

SoftBank Corp. and SoftBank Commerce & Service Corp. held a massive two-day event for corporate customers on July 30 and 31. A record nearly 20,000 people turned out to participate in SoftBank World 2015. The fourth iteration of the event, it featured keynote addresses from SoftBank management and guests as well as 73 special speeches and sessions.

This post illustrates how Japan’s mobile carriers, which have disrupted  the mobile phone industry, are creating technology businesses that will form the core of the mobile Internet era. This is instructive in that it illuminates elements that will be essential for creative destruction. Ultimately, the challenges undertaken by mobile carriers should serve as a significant catalyst for the financial services industry.

I have broken this post down into three parts. The first addresses the initiatives of management. The second is about how the application of new technology is disruptive to existing and established ways of thinking. The third touches upon how disruptive technologies engender innovation in the user experience (UX).


1. The Information Revolution: Stepping from Today into the World of the Future (Masayoshi Son keynote session):

In his keynote talk, Chairman Son gave three spheres of technology that will drive the information revolution: Internet of Things (IoT), artificial intelligence (AI), and smart robots.

  • IoT: IoT is at the heart of almost all industries today. People do not exist in isolation and they communicate. The world is moving toward a time when all things—people and things—will be connected. Just as the smartphone dramatically changed the way we live, IoT will similarly precipitate an industrial revolution.
  • AI: Artificial intelligence is just around the corner. The year 2018 is supposed to mark the crossover point when transistors in machines are to supersede the capacity of brain cells synapses . The roughly 30 billion cells in the human brain will not change, but the number of transistors will and the singularity —the day when artificial intelligence transcends that of human—will come. AI will make it possible to handle tasks that people find distasteful, and allow mankind to change and focus attention on more worthwhile themes and endeavours. This too will be the starting point of a revolution.
  • Smart robots: SoftBank aspires to offer smart robots that maximize the use of artificial intelligence rooted in enhanced knowledge and intelligence rather than robots that do mechanical tasks. By 2040, any product that moves will be a smart robot—meaning they will be equipped with AI. Moreover, their total number will eclipse the number of people on earth. If the age of AI is inevitable, then we should strive to create robots that are pure of heart and have a kind view toward people. We want to create robots that can emulate the creation of emotions like people and can think and move on their own.

SoftBank’s approach is one in which its mobile Internet operations will be at the heart of its IoT initiatives; collaboration with IBM’s Watson will be at the core of its AI work; and, Pepper for Biz will be the key to SoftBank’s smart robot initiatives.

Management at SoftBank is committed to efforts in these three spheres and to realize a growth strategy enabled by synergies between the latest technology and business models.

SoftBank simultaneously announced the themes for the inaugural year of the SoftBank Innovation Program, under which it will solicit innovative solutions and technologies from around the world with an eye to jointly commercializing them. The four key themes are smart homes, connected vehicles, digital marketing, and healthcare .

Financial services were not included, but will likely  be indirectly affected because initiatives in the areas of residences, vehicles, marketing, and medicine will impact the lives of consumers and can be expected to spillover into the financial services industry. Put another way, this raises the question what financial services existing financial service providers can offer to digitally savvy companies and consumers familiar with the latest in technology (IoT, AI, and smart robots). These firms must both be firmly in step with the latest in digital consumer trends as well as be able to respond to digital technological developments such as in these areas—IoT, AI, and smart robots—if they are to be able to take the initiative.

Disruptions continue to take place outside financial organizations and the financial industry; these disruptors—the entities precipitating these disruptive activities—are driven by entrepreneurs with an understanding of technology than transcends that of financial service providers.



SoftBank World 2015 Keynote Session Masayoshi Son


Globalization and Digitization

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Oct 1st, 2015

Globalization at Japan’s leading firms continues unabated.

Various market segments have seen record M&A activity as companies continue to seek strategic means of diversifying their portfolios and global growth opportunities in tandem with boosting corporate value and profitability over the mid to long term. At the same time, the weakening of the yen in the wake of the 2008 collapse of Lehman Brothers has pushed the forex market to a point that makes the price tags of these mergers relatively more expensive, meaning more latent financial risk. Against this backdrop, this post examines recent global M&A trends, related background and risk, and the outlook and possibilities across business segments.


1. Tokio Marine Holdings’ June 2015 announcement of the acquisition of U.S.-based specialty insurance group HCC Insurance Holdings:

It is significant that the nation’s largest non-life insurer is not sitting idly but instead is boldly striving to increase the ratio of its business derived overseas. This merger was valued at 940 billion yen ($7.5 billion). It launches a new chapter in the history of this company. This decision is one that could only have been taken by a company with a wealth of experience and a successful track record.

According to the insurer, this deal will have the following benefits:
・Result in greater scale and profit potential overseas
・Make possible the establishment of a more globally diversified business portfolio
・Enable improved capital efficiency and sustainable profit growth.
This move and the above rationale articulated by the firm only serve to reaffirm that Japanese firms are and will increasingly be looking to expand globally.

These moves have been driven exchange rate and interest rate considerations and more by a desire to enhance the scale, scope, and efficiency of business operations. This, in turn, has been prompted by a rise in the ratio of foreign investors and more vocal “activist” shareholders.” Seen another way, these efforts—the manifestation of the pursuit of M&A activities focused overseas—reflect the grim reality of the difficulty finding good business opportunities in and the rigidity of the domestic market.

The market is anxiously anticipating further deregulation and efforts to bring more market players into the market not only in insurance, but across the entire financial services industry. Furthermore, overseas new business development through outbound M&As is expected to bring synergies to the existing domestic market.


2. Meiji Yasuda Life’s July 2015 announcement of the acquisition of StanCorp Financial Group:

The gravity of this major Japanese life insurer’s decision to acquire StanCorp Financial Group is readily apparent. Meiji Yasuda Life mobilized funds greatly exceeding those that earmarked for M&As under the company’s interim investment plan.
The acquisition transaction totaled around 600 billion yen (about $5 billion), more than double the 250 billion yen (more than $2 billion) outlined in the corporate plan, the Meiji Yasuda Next Challenge Program, formulated in June 2014. The media touted the acquisition as the largest acquisition yet by a Japanese life insurer.

Japan’s life insurance market accounts for a whopping 20% of the global life insurance market, only slightly behind the 22% share made up by the U.S. The market’s compound average growth rate (CAGR) of 3% over the past 10 years and the degree of concentration of profits—the largest five companies account for more than 60 %—indicate the mature nature of the market. At the same time, revision of the company’s Stewardship Code in February 2014 and its Corporate Governance Code in June 2015 have encouraged institutional investors and issuers to seek a greater return on equity (ROE).

With ample capital on hand, the company’s bold strategy of international M&As mandates the diversification of its revenue sources and business portfolio, the establishment of a business foundation in the world’s largest market, and a high level of governance needed to manage differing business portfolios. Given its scale and its current difficulties, there is no doubt that the market will be focused on the moves that Japanese financial institutions make as they seek to pioneer a new avenue toward the future. Japan’s life insurance industry has clearly burst into an age of competition that will place a premium on action and skill when it comes to overseas strategies.


3. Nikkei media group’s July 2015 announcement of the acquisition of the Financial Times Group:

The purchase of the Financial Times by Nikkei media group, publisher of Japan’s leading economic daily the Nihon Keizai Shimbun, is a bid to springboard beyond being Asia’s most formidable economic media outlet and to accelerate its evolution and transformation into a global and comprehensive information company.

Already, digital paid subscribers for both of the publications have reached around 1 million readers, a solid community of readership in the capital market and real economy . With their combined resources of reporters, editors, news-gathering networks, and ability to provide information directly from and between the major capital markets of London and Tokyo, the new entity boasts an unprecedented scale and scope for producing content.

The organization can be expected to serve as a global platform for evolution. An integral part of this process is the Nikkei subsidiary Quick Corp., which provides financial and capital market information services. By further enhancing the machine-readable digital content offerings and distribution platform, Nikkei Group with the FT Group under its umbrella could evolve into a global market data provider unlike any the world has ever seen. Celent expects the new group to combine its steady flow of the latest data, timely information, and broad coverage with features including analytical functions and compatibility with digital devices and robo-advisory services.

If this new entity becomes a new economic media powerhouse, potentially even the top in the world, then it can be expected to help accelerate the globalization of Japan’s capital markets.


4. M&As, globalization, and things digital:

These three acquisitions have commonalities that offer important insights related to the direction of Japan’s financial business and technology.

  • The transformation of top companies:
    No one in Japan believes that the current exchange rates are at advantageous levels for Japanese companies to be acquiring overseas firms. However, a partial list of major M&As excluding the financial sector following the collapse of Lehman Brothers reads as follows: Canon ($2.82 billion), Japan Post ($6.42 billion), Otsuka Pharamceutical ($3.51 billion), Daiichi Sankyo Company ($4.6 billion), Itochu Corporation ($1.04 billion yen), Kintetsu World Express ($1.21 billion yen), Suntory (1.6 billion dollars), Asahi Kasei Corporation ($3.16 billion), and LIXIL Corporation ($3.84 billion). Clearly, leading companies in segments across the economy are boldly looking abroad.
  • Fundamentally changing of outbound M&As:
    These massive deals are clearly indicative of change, namely geopolitical change. Until this sea change , Japanese firms were focused on smaller deals in Southeast Asia to the tune hundreds of millions of dollars; today they have their sights set on mature Western markets and megadeals that on the order of billions of dollars. There is an analog here to innovation in that these firms are tackling something that extends beyond their capacity to measure with their corporate metrics as they look to buy businesses, brands, and customers that involve unknown elements.
  • Nimble, top-down decision-making:
    The leading companies that were able to make these kinds of crucial decisions involving massive sums of money realized—or even surpassed—the commitments outlined in their overseas business strategies and budgets. Clearly, the swift decision-making witnessed here differs from the traditional image associated with Japan’s manufacturing and financial institutions of being painstakingly bottom-up, slow-developing consensus-building organizations. This kind of top-down approach hinges on strong leadership, external resources (advisory firms) well versed in the company’s strategy, and a rock-solid financial foundation.
  • Keys to success will prove governance and digital initiatives:
    The companies in question here have all gone on record saying that new governance is the key to success. Like technology, it is hard to quantify or put a figure on the value of high-caliber management teams that can be entrusted to skillfully run businesses in areas spanning diverse geopolitical situations. In addition, both technology and management are highly dependent on human resources, which tend to fade with time. This prompts the question of whether these firms will, in their forays into “unknown new lands,” be able to manage their new enterprises well. In the device industry, business and IT are two sides of the same coin and governance that does not take into account both is ultimately not viable. This is an area that has both risk and poses challenges for major global firms.

In addition, technology has become a synonym for digital. In its comments (summarized below) on announcing the acquisition of the FT, NIKKEI noted that the move was part of a larger trend that extends beyond the media industry and into the financial information arena. Replacing the word “media” with “ financial services” and you the comments are essentially a strategy for global financial service players. Digital has drastically shortened the distance between these.

  • Business development that leverages the digital merits of being able to deliver information anywhere in the world instantly will be critical. The conventional relationship between paper and digital media has already been turned on its head.
  • Mergers and acquisitions are spilling beyond borders and regions. In turn, this has increased the significance of forging complementary relationships and increased the meaning of strategically mutually beneficial alliances for the media. The partnering of these major media firms with distinct regional strengths in the West and in Asia opens the door to genuine realignment and innovation.



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Oct 1st, 2015







  •  新商品の市場投入までにどのくらいの期間を要するか?
  • 1契約あたりの平均コストは?
  • コールセンターのスタッフが顧客の質問に答えるためにアクセスしなければならないシステムの数は?
  • 自動車保険の申請書に触れる必要のある社内スタッフは何人か?
  • 提携先の代理店は当社との全ての取引内容をオンラインで閲覧できるか?
  • IT部門を外部化した場合の想定コストとリスクは?
  • 自社のレガシーと現代化の対象は?


  • 商品の変更に伴い、コードのカスタマイズが必要になるか?
  • 既存アプリケーションと新規アプリケーションはどの程度簡単に統合できるか?
  • 保守管理と新規プロジェクトのどちらにより多く投資しているか?
  • 自社のITは新規事業の買収に確実に対応できるか?
  • ソルベンシーⅡに準拠するために必要なITコストはどのくらいか?
  • 期限切れが迫っている保守管理契約はあるか?
  • 契約管理システム毎の、契約種別と契約数、及びリスク感応度は?


基幹システムを自ら設計し、開発し、運用し、保守してきた保険会社にとって、置換戦略の立案は未知な大陸への移住計画に等しい。その際に必要となるのは、全社を鳥瞰した現状のシステムマップ(As-Is State)の正しい理解と、そのあるべき姿(To-Be State)のデザインである。 加えて、現在市場に存在するソリューションから自社に最適なものを選定しなくてはならない。鍵となるのは要件定義(BRD)、つまり次期システムに必要十分な、業務機能やシステム要件の定義である。往々にして現状の把握は容易ではなく、あるべき姿のデザインはレガシーの再生産となりがちである。つまり、レガシーなシステムとモダンなシステムの峻別が必要である。


図 1:レガシーなシステムとモダンなシステム






生命保険におけるInternet of Things(IoT)を活用した引受事後査定もその一例である。IoT時代のセンサーは、外部のバイオモニター(フィットネスバンドやウェアラブルコンピューター)を通じて、体温や脈拍、血液、酸素摂取量、運動量などのハザード(リスクの原因となる指標)を感じとり様々な疾患や病気、健康上のリスクの高まりを伝えてくれる。




図 2:外部的な視点の重要性






  1. 現代化とは、保険会社の基幹システムにおける、業務機能、インテグレーション、サポート、新商品開発、拡張性、そしてソーシングモデルを今日的な形態へ移行し、新たな事業機会を創出することである。
  2. 現代化へのビジネスドライバーは、成長戦略、ビジネスユニットの再編と再構築、需要の変化(デジタル化)に対応した新プロセス(STPと高運用性)の実現にある。
  3. 現代化が、レガシーの再生であってはならない。外部的な視点での現代化が不可欠である。その視点は、テクノロジーがドライブする、ビジネスモデルの変革を牽引するものに向けられていなければならない。



日本の保険業界におけるレガシー・モダナイゼーション パート1:調査結果分析と現状把握

日本の保険業界におけるレガシー・モダナイゼーション パート2:保険業界への提言



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Sep 24th, 2015






  1. 生産方式の進化は、供給サイドの生産性、品質、効率化の向上と同時に、需要サイドの新たな消費者、消費形態、ライフスタイルを創出した。
  2. 製品・サービスの黎明期には、「単一モデル」から「フルライン」へとニーズが一気に拡大し、供給サイドは「販売戦略」のみならず「コスト構造」を大変革させることが要求された。
  3. 生産とマーケティングを計画的に統制するためには、販売チャネルの変革だけでは足らず、柔軟な生産ライン(基幹システム)が必要であった。





日本の場合はどうか?トヨタ生産方式は、第3の組織形態を前提とした。英国を市場型、米国を内部組織型と呼ぶならば、日本では「系列システム 」の存在を前提とし、市場の持つ効率性と組織の持つ安定性を兼ね備えた「中間組織」型を形成した。そして、この組織形態は、自動車のみならず、家電、機械工業など日本の製造業に広く普及し、80年台を通じてグローバル市場を席巻した。やがて、日本の自動車産業は、この「ジャスト・イン・タイム」や「ケイレツ」を携え、グローバル企業へと変貌を遂げた。




  1. 発明やその事業化は、その産業を取り巻く供給者の新たな価値連鎖のみならず、新たな需要者も創出する。多くの場合、「新陳代謝」は製品価格の低下、価値連鎖の短縮、新たな需要者セグメントを創出する。
  2. 「新陳代謝」は、自らの価値の源泉、コスト構造の前提を破壊し、新たな価値連鎖や顧客価値の誘因となる。また逆に、新たな顧客価値は、既存のコスト構造を抜本的に破壊する「新陳代謝」を誘導する。
  3. 発明を実用化し、事業化する「アントレプレナー」は、「頭の中に鳥を飼う」(ヘンリー・フォードは当時そう言われた)というほどに、その時代の人からは奇異に映る。見えない大陸を探索し、未消費な消費者に新たな消費を促す。同時に、自身を社会的な存在と自覚し、自社の技術、製品、サービスを、その産業の生み出す社会的な文脈の中で評価する。




  1. レガシーな基幹システムの現代化は、金融機関サイドの商品・サービスを供給する生産性、品質、効率化の向上と同時に、金融商品・サービスを利用する需要サイドの新たな消費者、消費形態、ライフスタイルを創出する。
  2. 新しい金融商品・サービスの黎明期には、需要サイドの成長とニーズは「単一チャネル」から「オムニチャネル」へ加速し、不可能と思われるほどの「コスト構造」の改革を、供給サイドである金融機関に要求する。
  3. 金融商品・サービスの提供とマーケティング活動の連携戦略は、販売チャネルの変革だけでは実現できず、基幹システムの現代化がその前提である。


図 1:自動車産業の進化




日本の金融業界におけるレガシー・モダナイゼーション パート2:自動車産業における現代化の歴史が金融業界に示唆するもの



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Sep 17th, 2015







  • レガシー・モダナイゼーション: レガシーシステムの現代化
  • レガシーシステム: 長年にわたって開発された、様々な機能を備えるが、新たな機能を追加することが難しいシステム
  • モダンなシステム: 高性能かつ先進的な機能があらかじめ実装されており、機能が追加しやすく、コードとビジネスルールを切り離せるシステム



  • 事業領域:銀行、保険、証券、資産運用の全金融セクターにほぼ均等に分布した。
  • 事業規模:収益規模(銀行は経常収益、保険会社は収入保険料、証券会社は営業収益)で、5,000億円以上の最大手機関が39%、1,000億円から5,000億円未満の準大手機関が25%、250億円から1,000億円未満の中堅機関が18%と続いた。
  • 営業エリア:日本を含むアジアが回答者の9割近くを占めた。北米、西欧に40%、東欧、中東、南米にそれぞれ20%と、グローバル展開を実施している。
  • 役割分掌:ITサイドが49%、ビジネスサイドが33%、ITとビジネスの兼務が18%であった。
  • 役職:中間管理職が39%、上級管理から経営幹部が35%、実務担当者が26%であった。




  • 現代化の検討は本格化し、既に実施ステージにある。
  • 置換戦略は、①新システムへの置換、②新コードで書き換え、プラットフォーム置換が置換理由は、①リスク許容度、②ITスキルや能力との合致、③コスト、が主流。
  • 置換プロジェクトの進捗は評価から実施段階へ入るも、新たな解決策(SaaS、BPO)の検討は十分とは言えない。
  • 最大の課題は自社に最適なプログラムの選定にある。ベンダーサポートへの期待は、①戦略アドバイス、②新旧システムノウハウ、③実績、であった。


  • 自社のIT環境について、新商品、顧客サービス対応は、処理コスト、規制対応を上回る課題と認識される。
  • 現代化の効果は、業務の敏捷性、ITコストの削減に見出されているが、業務コストの最適化、収益、機会の拡大や新市場への参入にそのメリットを見出せていない。
  • ビジネスケースはプロジェクトの進捗管理ツールに止まり、ライブドキュメントとして機能していない。
  • 大半のコストITプロジェクトに配賦され、特に、上流工程(レガシー分析、要件定義)のコスト配分がITに偏在している。現代化のコスト分析とその評価は時期尚早と言える。


  • テクノロジーの課題は①システム統合、②アプリの柔軟性欠如、データモデルの硬直性、③ITの重複と統合の困難性 にある。
  • データ変換と移行に関する考慮は未だ検討の段階に無い。
  • IT部門の能力に関する信頼は、高い/低いの両極端に分かれている。
  • 現代化の進展による、ビジネス部門、IT部門の役割変化は、未だ責任分担のを変化させるには至っていない。




  • レガシー・モダナイゼーション、つまり基幹システムの現代化がその産業の隆盛に結びつくとの信念は薄い。むしろ、「新結合」のもたらす過去の商品・サービスを前提とした既存のプロセスを変え、部門や機能の在り方を変える「破壊性」のリスクやコストを危惧する。
  • 基幹システムの現代化は、業務プロセスのSTP化、自働化、セルフサービス化を促すが、同時に、顧客のデジタル行動がそうした基幹システムの現代化を促すとの認識は薄い。
  • 企業内の「アントレプレナー」として、システム部門、ビジネス部門のミッションやオーナーシップを越え、現代化プロジェクトを牽引するイニシアチブは不十分である。




図 1:SaaSの基幹システムへの導入





日本の金融業界におけるレガシー・モダナイゼーション パート1:調査結果分析と現状把握


Announcing the winners of the 5th Asia Technology Insurance Awards

Neil Katkov

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Sep 11th, 2015

Celent and Asia Insurance Review hosted the 5th Asia Insurance Technology Awards (AITAs) at AIR’s CIO Technology Summit at Le Meridien Hotel Jakarta on 1 September 2015. The AITAs recognize excellence and innovation in the use of technology within the insurance industry.

This year we received over 30 nominations from Australia, Hong Kong, Taiwan, India, Sri Lanka, Indonesia, and Pakistan; as well as the Asia Pacific divisions of global insurers. There were many impressive submissions, from which our international panel of Celent insurance analysts selected the very best to receive the six awards.

The Innovation Award recognizes innovation in business models or in the use of technology. The winner was MetLife Asia. MetLife Asia implemented Advanced Data Analytics to transform big data into customer insights and to deliver a more personalized customer experience – delivering the right products and services, for the right people, at the right time. They are using these insights to inform product and services development, and to deliver sales leads to agents. The company won the award because of the innovative usage of data analytics.

The IT Leadership Award honors an individual who has displayed clear vision and leadership in the delivery of technology to the business. The recipient will have been responsible for deriving genuine value from technology and has demonstrated this trait with a specific project or through ongoing leadership.

The winner was Girish Nayak, Chief – Customer Service, Operations and Technology at ICICI Lombard General Insurance. ICICI Lombard implemented a business assurance project to address the ever present gap between real business uptime on the ground vs technology uptime. The firm implemented an in-house customer experience center; and deployed an infrastructure as a service model in Microsoft Azure Cloud. These initiatives generate genuine value for the business.

The Digital Transformation Award honors an insurer who has made the most progress in implementing digitization initiatives. BOCG Life was the winner. BOCG Life implemented the Electronic Commerce System to provide online needs analysis and policy services. Through a transparent, direct and needs-oriented process, it facilitates prospective customers applying for multiple products they need in one go, and allows customer to adjust the offer according to their budget. The company won the award because of the way it is building trust and developing long-term relationships with customers through digital transformation.

The Best Newcomer Award recognizes the best new player in the insurance technology field. The winner was CAMS Insurance Repository Services. CAMS Insurance Repository Services launched the Insurance Repository to provide e- Insurance Accounts to maintain policies as e-policies. This brings new efficiencies and benefits across the stakeholders, including Policy Holders, Insurers, Agents and the Regulator. The company won the award because they demonstrated real, unique value to the ecosystem.

The award for Best Insurer: Technology honors the insurer who has made the most progress in embracing technology across the organization. The winner was RAC Insurance. RAC Insurance implemented a series of projects to digitize the business between suppliers, members and RAC Insurance. These projects include Claims Allocation, Motor Repairer Integration, and a B2C platform. The company won the award because of the way technology transformed the organization’s capability by offering an exceptional, one-touch experience for their members through online channels.

Finally, the New Business Model Leveraging Mobile Applications Award recognizes the insurer who has developed a new, perhaps disruptive business model involving the innovative use of mobile technology. Max Life Insurance won the award. Max Life Insurance launched mServicing and mApp which enable digital servicing of customers, sales force and operations. The company won the award because of the use of mobile technologies to increase agent activity and engagement, enable speedy issuance of policies, and enhance business quality and operational efficiency.

Be on the lookout for the 6th Asia Insurance Technology Awards in 2016. We’ll post another blog when the nomination period opens, sometime around June 2016. You can also find information on Celent’s website: http://www.celent.com/aita.


Nominations for the Sixth Annual Celent Model Insurer Asia Awards (2016 Awards) are now Open!

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Sep 1st, 2015

Every year, Celent recognizes the effective use of technology in the Asia Pacific region through its Model Insurer Asia Awards program. The nomination period for 2015 has already open. If you know of an insurance company which exhibits best practices in the use of technology, please click here and complete the nomination form. Submissions are being accepted until 30 October 2015.

Through our Model Insurer Asia Awards Program, Celent recognizes the year’s top technology initiatives. Past winners include Max Bupa Health Insurance, Ageas Insurance Company (Asia), AXA Asia, Birla Sun Life Insurance, Tokio Marine & Nichido Fire Insurance, Yingda Taihe Property Insurance, Cathay Century Insurance, and Ping An Direct to name a few.

Celent’s Model Insurer research is designed to try to answer an apparently simple question: “What would it look like for an insurer to do everything right with today’s technology?”

Obviously, the question is not nearly as simple as it appears. The terms “everything” and “right” will mean very different things to different insurance companies depending on their size, the complexity of their operations and product sets, and their technological starting points. The approach that Celent has taken therefore is to offer, at a high level, some key best practices in the use of technology across the product and policyholder life cycle and in IT infrastructure and management that a “model insurer” would use.

On the back of the global Model Insurer research by our colleagues in North America and Europe, we at Celent Asia are conducting an Asia Pacific specific program to identify the potentially unique “Model Insurer” solutions that have recently been deployed in our region.

Of course, there is no such thing as a “Model Insurer Asia” — every insurer does some things well, and others not as well when it comes to technology. Therefore, Celent is gathering leading real world examples of the effective use of technology in the Asia Pacific region. These case studies are presented annually at Celent’s annual Model Insurer Asia Event. The cases represent key themes that Celent sees in the insurance industry today:

  • Legacy and Eco-system Transformation: Legacy technology can hinder innovation, since insurers must typically offer backward compatibility. Insurers must not only modernize, but transform, their internal systems and the ways in which they interact with a vast web of customers, counterparties and regulators. This theme recognizes projects related to core system replacement or transformation including policy administration, billing, claims, and rating/underwriting.
  • Digital and Omni-channel Technologies: Digital transformation is moving from the physical to the virtual world, from person-to-person interaction toward person-to-machine or machine-to-machine. Integrating and coordinating among disparate and silo-ed delivery channels will be critical to satisfying ever-increasing customer expectations. Using the definition that digital automates formerly complex tasks allowing them to be mastered, then reproduced and distributed at no cost, this theme recognizes projects such as online customer portals; industrialization of processes, engaging user interfaces, online sales with STP, integration with business partners, leveraging social networks, and the use of mobile technology.
  • Innovation and Emerging Technologies: Celent defines innovation as fundamental changes to products, services, or business models that break existing tradeoffs and provide value to the customer. New hardware, software, and network technologies feed insurance innovation. This theme recognizes projects such as the expansion into to previously untapped markets due to technology, the use of technologies not previously used in the insurance industry, or the development of an innovation culture within an IT organization.
  • Data Mastery and Analytics: Ever since technology began to be used beyond pure accounting in the industry, data has become a key source of competitive advantage for identifying profitable niches, managing risk and improving service. New external data sources, data derived from devices, and new techniques for interpreting data are pushing the competitive boundaries for insurers at an accelerated rate. This theme recognizes projects such as predictive analytics (claims fraud, underwriting, pricing, climate analysis), prescriptive analytics (triage, sales automation, ‘next best action’), and virtualization (dashboards and heat maps, catastrophe management, network analysis, geo-political risk analysis).
  • Non-core Implementation Best Practices: Once an insurer has designed its strategy and roadmap for its enterprise architecture, the next challenge is how to navigate a successful path through implementation and how to protect the investment in new systems it has selected. What does it take to safe-guard new investments in technology and answer the inevitable question “What’s next?” This theme recognizes projects such as the successful reuse of technology for new initiatives, successful implementation of a non-core system such as illustrations, document automation, electronic applications, or agency management systems, or finding successes in new methods and processes for distribution and sales.
  • IT Management Best Practices: IT Management is the discipline whereby all of the information technology resources of a firm are managed in accordance with its needs and priorities. While there are technology systems that are helpful in this area, the most critical elements to success are best practices, organizational structures, and corporate culture. IT and business alignment requires a solid and lasting foundation for IT management across all of the projects. Building a predictable and reliable IT management organization is the final challenge. This award recognizes IT departments for building a better organization and showing the success with the new methods or processes.

An important note is that a Model Insurer Asia Award is recognition of an insurer’s effective use of technology in a certain area or theme, not necessarily a statement that the insurer is absolutely best in class (although some may be). Model Insurer success highlights the insurer’s ability to improve performance and meet market demands when tackling issues that face all insurers today.

To nominate an initiative at your company as a Model Insurer Asia, please use the following brief form below. Please note that vendors are welcome to assist their client insurers with their nominations, however vendors/suppliers are not qualified to receive an award. All nominations MUST include insurer contact information, and all follow-up will be done primarily with the insurer, not the vendor.

Guidelines for Celent Model Insurer Asia Award Submissions

This information will assist you in completing a nomination form for a Celent Model Insurer Asia Award.  Below are generalized criteria that are considered by Celent when evaluating submissions. For further details, you can also download the attached complimentary report: Becoming a Celent Model Insurer: A Guide to Celent’s Annual Award Program.

General submission and award criteria:

  • The initiative has been implemented in the Asia Pacific region at an insurance company (a company that takes on risks under the policies it sells in return for the payment of premiums). MGA, TPAs or self-insured companies are not eligible for nomination. The nominated initiative is LIVE and functioning at the insurance company. Pilot programs are not considered live and in production.
  • The nominated insurer has been involved in the submission and is willing to be actively involved in the post submission evaluation process which includes follow up emails and interviews, and possible inclusion in the Celent Model Insurer Report.
  • Quantitative success metrics are measured and provided. Nominations without quantitative success metrics will not be accepted.
  • Quantifiable results from a pilot program are acceptable however it must be noted that the results are from a pilot. Full production results are preferred.
  • The initiative has not been submitted for another Celent 2016 Award, e.g., Model Insurer.

Quality of Nominations

The importance of the quality of the nomination itself, and of the supporting information, cannot be overemphasized. The nomination should be as specific, accurate, and complete as possible. It is imperative that the true merits of the initiative be conveyed through this information. Keep in mind that in most cases those involved in the selection process will have no personal knowledge of the nominated initiative and will lean heavily on the information provided below for the information they need to make reasonable judgments. In some cases, Celent will check publicly available information to augment or substantiate the information provided.

The deadline for nominations is Friday, 30 October 2015. Once submitted, all communication will occur between Celent and the insurer, however Celent will acknowledge the receipt of the submission with both the insurer and, if applicable, the vendor partner.


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Sep 1st, 2015