he explains , “ but when we work together with partners who share our values and our competencies , we are on the same journey . The other advantage we had was that our solutions were developed in our regional headquarters and rolled out across Asia , allowing for a lift and shift approach . This offered greater economies of scale and ade it easier and faster for us to go to market .”
For Kwon , implementing such a transition has only been possible due to a significant cultural shift within Manulife . This change has been driven by a new set of corporate values designed to improving how employees think , act and work . “ We truly believe culture can be a distinct competitive
“ If you ’ re going to make such a large digital transformation , you ’ ve got to do it right ”
— Kevin Kwon , COO , Manulife advantage for us , which is why Manulife made the strategic decision to refresh its values and focus on building a new culture .
He has been in his current role for two years and has also focused heavily on developing the right mindset to accompany change . “ Everything we do starts from customer journey mapping ,” he explains . “ We never second guess what they want ; it is our job to know their needs . That process isn ’ t a one-off exercise , but a constant evolution based around a concept we call ‘ customer experience transformation ’.”
This , he says , has involved the realigning of teams within the business so that they are in line with customer requirements across four major segments : search , buy , manage and review , and claims . “ Every value stream has its owner , and every owner has full autonomy to decide on how best they can improve customer experiences using the tools that we are giving them ,” Kwon notes . “ They have the right to prioritise , to see how we can enhance those digital tools and create a better customer journey .”
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