"Data is unquestionably a core asset and capability for insurers. That said, data investments do need to start with a solid understanding of the jobs to be done – how can we create more customer value and, in so doing, create competitive value?"

"One of the mantras we have been applying to our work for One VPS is “Culture eats strategy for breakfast”. I have seen countless examples across public and private organisations where change initiatives have failed because the focus has been placed solely on the technology, without a focus on the people who will need to use it."
 

"There are lots of new entrants without legacy systems to contend with who’ve learnt lessons from bigtech players. For incumbents in financial services, the pressure is on to make the shift in gear to keep pace with expectations."
 

"Over the next five years, we really believe intelligent prediction, coupled with personalised interactions, are essential. To deliver on this, we’re working to infuse artificial intelligence across everything we do, with a number of initiatives already on our roadmap."
 

The reality is that shifting culture is really hard, and it can take years to achieve and continued work to sustain. Fundamentally, it is a ‘core’ thing, not a ‘surface’ thing.
 

"Open Banking may be the first cab off the rank, but it will be one of many... it’s important to look at it not only from an Open Banking perspective but also from an open data regime perspective."
 

"It’s a big move to be a bank. There’s often an underestimation of the rigours of the process; your posture as a business must change. The Royal Commission has highlighted the very strong duty to one’s customer, and tech companies won’t necessarily want to go that far in such a direction."
 

"It’s a big move to be a bank. There’s often an underestimation of the rigours of the process; your posture as a business must change. The Royal Commission has highlighted the very strong duty to one’s customer, and tech companies won’t necessarily want to go that far in such a direction."
 

"Given how technologically dependent digital change is, the strength of that partnership is critical to success. Equally important, though, is the partnerships between the digital organisation and the lines of business."
 

“I don’t believe there should be limits to complete digital consolidation across government unless there are strict confidentiality, legislative or other practical reasons for separation. There are certainly opportunities for consolidation of core platforms across the public sector to service the community in a more streamlined and convenient manner.”