Change in Perspective
- 08 September, 2001 11:00
Back in 1996 each AMP business unit had its own application development function headed up by an IT manager who reported to the unit's general manager. The IT managers also had a dotted line relationship to John Allen, the then general manager, group information technology, AMP. Allen's group was responsible for worldwide standards and policies. Then in December 1996, AMP and Andersen Consulting formed AMPlus, a joint venture business unit responsible for the application development function previously carried out by AMP's separate business units in Australia and New Zealand (see "Inside and Out", CIO, May 1997). The new unit combined some 700 of AMP's business and technology people with 100 specialist Andersen Consulting professionals. AMPlus was initially headed by Andersen Consulting's worldwide insurance industry managing partner, Dave Hoffman, who relocated from Chicago to Sydney to take up his new role. The IT heads of the business units subsequently reported to Hoffman, who in turn reported to AMP's then managing director, George Trumbull.
At the time, Allen, who was instrumental in establishing AMPlus, said the main impetus behind it was a lack of synergy between AMP's business units in regard to IT. However, there was another driving force. AMP had recently announced plans to demutualise in 1997 and publicly list in 1998, subject to a vote by members. Trumbull proclaimed that AMPlus would help strategically position the company in the fast changing financial services marketplace. AMPlus had been due to run until 2001, but was wound up a year earlier than the due date. Barnett says this was because it was simply a logical point for the contract to conclude. "Prior to demutualisation, it was essential for AMP to undertake several major change programs, including Y2K, simultaneously and in a very compressed period of time. It was an incredibly aggressive agenda that touched nearly every part of the business," she says. "We had to look at how we could drive down some of the business's basic costs in order to free up funds for these large change programs and there are very few organisations that could undertake such an agenda without help. But as it was, we completed it early and our requirements for the following two years did not involve anywhere near the same degree of change."
According to Barnett, AMP's current IT model, which it has globally branded as IT@AMP, is still a centralised shared service function, just without Accenture's involvement, and, she says, is one that suits AMP well, given where the business is at.
Join the CIO Australia group on LinkedIn. The group is open to CIOs, IT Directors, COOs, CTOs and senior IT managers.
- Australian Red Cross Blood Service Enhances the Performance of Its Mission-Critical Applications
- The Trend Ready Program for Cloud Service Providers
- The State of Cloud Based Security
- Cloud Computing: Consolidating Databases onto Private Clouds
- IDC Research: Leveraging the Benefits of Cloud Computing with Specialised Security
Why change management doesn’t work
Larry Page wants to see your medical records
Dual-Persona Smartphones Not a BYOD Panacea
After two-year hiatus, EFF accepts bitcoin donations again
CIOs struggle to deliver timely mobile business apps: survey
Integrated Computing Platforms: Infrastructure Builds for Tomorrow’s Data Centre
Integrated Computing Platforms, such as EMC VSPEX RAs, provide a solution by eliminating the time (and cost) of designing, testing, and engineering integrated environments with components built independently of one another. These validated architectures are ready for production environments upon delivery, and offer a single point of support should IT require it. Learn more on how a leading IT vendor has aligned product innovation with an IT market need to improve efficiency, performance, and value for SMBs.
The Foundation for Cloud Management
For businesses looking to provide real-time business solutions to employees and customers alike, you need to have a comprehensive network management strategy. The network is the foundation of all successful cloud services; it must be robust to meet traffic, efficiency, and performance demands. Download today the four steps to get your network operations cloud-ready.
Choice and Control – Considerations for Developing Enterprise Cloud Strategies
Enterprise-wide cloud implementation can be a challenging process, requiring a thoughtful, strategic approach. In this whitepaper, IBM® shares considerations for developing enterprise cloud strategies. It looks into how the rapid-scale enterprise-class environment can help enable the type of agile infrastructure that aids organisations in quickly meeting the demands of an ever-evolving marketplace, thereby providing true business value. Read now.