IAG: Restructure is about being customer-led and data-driven

Newly installed MD and CEO of the insurance group announces major shake-up of business units and executive ranks

Australian insurance group, IAG, is undertaking a major shake-up of its organisational structure and leadership team in a bid to become a customer-led and data-driven organisation.

The new structure, which comes into effect on 9 December, sees two customer-facing divisions put in place covering sales, service, and brand and marketing execution. These are an Australian Consumer Division, focused on individuals and families; and an Australian Business Division, focused on all business relationships.

The Consumer Division will be overseen by Anthony Justice, who was previously the chief customer officer for personal insurance. Former acting CEO for commercial insurance, Ben Bessell, becomes chief executive of the Australian Business Division, which includes the CGU, WFI, Lumley and Swann brands.

In addition, three divisions covering customer experience, technology and operations will support IAG’s two-pronged customer strategy.

The first is a Customer Lab responsible for customer experience strategy and driving product innovation through data and insights, brand architecture and new business incubations and venturing.

Heading up Customer Labs is chief customer officer, Julie Batch, who was previously chief analytics officer. She is now responsible for developing customer propositions and marketing strategies.

The second division is a Digital Lab, which continues on from IAG Labs and will provide digital and design innovation while investigating and embracing disruptive technologies. This team will also be tasked with building digital apps and ecosystems and simplifying existing core platforms.

The digital unit is being led by Claire Rawlins, who has been appointed group executive of digital and technology from her current role as CIO.

The third division is Operations, which encompasses claims and operational activities such as procurement and supply chain management. This group replaces the former Enterprise Operations team and is being led by chief operating officer, Andy Cornish, who will be in charge until he leaves in mid-2016. Mark Milliner will then take over the role.

“Our new structure reflects our focus on future profitability by redefining our core businesses around our customers and establishing three functions to provide the insights, products and services our customer-facing divisions need to deliver a world-leading customer experience,” said IAG managing director and CEO, Peter Harmer.

He added the revised operating model is expected to help IAG adapt more quickly to the rapidly changing business environment it now faces.

IAG said its Asia and New Zealand businesses are also now moving into a new international division, focused on growing the group’s regional presence. Chief financial officer, Nick Hawkins, retains his position as well as assumes responsibility for the international division as well as ‘challenger’ consumer segment, including SGIO, SGIC and Coles Insurance.

The new structure comes less than two months after Harmer was appointed to the top job following Mike Wilkins’ retirement. Harmer came into the business as CEO of CGU in 2010 and has worked in a number of executive roles, most recently as CEO of IAG Labs in July this year.

Last month, the insurance group also unveiled a fresh brand identity for the business, removing the ‘Insurance Australia Group’ from its logo.

“Brand recognition plays an integral role in telling the IAG story, so our visual identity must be distinctive, modern and engaging, reflecting our future aspirations and supporting our plans to engage with a broader set of stakeholders,” Harmer said in a statement after the new branding was revealed.

The IAB portfolio of brands in Australia includes NRMA Insurance, CGU, SGIO, SGIC, WFI and Swann Insurance.

More on IAG:

Follow CMO on Twitter: @CMOAustralia, take part in the CMO conversation on LinkedIn: CMO ANZ, join us on Facebook: https://www.facebook.com/CMOAustralia, or check us out on Google+: google.com/+CmoAu

Join the newsletter!

Or

Sign up to gain exclusive access to email subscriptions, event invitations, competitions, giveaways, and much more.

Membership is free, and your security and privacy remain protected. View our privacy policy before signing up.

Error: Please check your email address.
Show Comments

Latest Videos

More Videos

Google collects as much data as it can about you. It would be foolish to believe Google cares about your privacy. I did cut off Google fr...

Phil Davis

ACCC launches fresh legal challenge against Google's consumer data practices for advertising

Read more

“This new logo has been noticed and it replaces a logo no one really knew existed so I’d say it’s abided by the ‘rule’ of brand equity - ...

Lawrence

Brand Australia misses the mark

Read more

IMHO a logo that needs to be explained really doesn't achieve it's purpose.I admit coming to the debate a little late, but has anyone els...

JV_at_lAttitude_in_Cairns

Brand Australia misses the mark

Read more

Hi everyone! Hope you are doing well. I just came across your website and I have to say that your work is really appreciative. Your conte...

Rochie Grey

Will 3D printing be good for retail?

Read more

Very insightful. Executive leaders can let middle managers decide on the best course of action for the business and once these plans are ...

Abi TCA

CMOs: Let middle managers lead radical innovation

Read more

Blog Posts

The obvious reason Covidsafe failed to get majority takeup

Online identity is a hot topic as more consumers are waking up to how their data is being used. So what does the marketing industry need to do to avoid a complete loss of public trust, in instances such as the COVID-19 tracing app?

Dan Richardson

Head of data, Verizon Media

Brand or product placement?

CMOs are looking to ensure investment decisions in marketing initiatives are good value for money. Yet they are frustrated in understanding the value of product placements within this mix for a very simple reason: Product placements are broadly defined and as a result, mean very different things to different people.

Michael Neale and Dr David Corkindale

University of Adelaide Business School and University of South Australia

Why CMOs need a clear voice strategy to connect with their customers

Now more than ever, voice presents a clear opportunity to add value to an organisation in many ways. Where operational efficiencies are scrutinised, budgets are tighter and discretionary consumer spend at a low, engaging with an audience is difficult.

Guy Munro

Head of innovation and technology, Paper + Spark

Sign in