Set against a backdrop of technological innovation, evolving customer expectations and a stringent regulatory environment, the Standard Life Aberdeen merger completed in August 2017. But this is one transformation that remains firmly in the spotlight.
Underpinning the groupâs investment business, which manages a portfolio of more than ÂŁ500 billion, is the Herculean task of merging two IT infrastructures over three years. âAs a regulated financial business, we have a duty to strike the balance between delivering change for the future, while maintaining âbusiness as usualâ to protect and serve our customers,â says Mr Kennedy. âEssentially, weâre servicing a jet aircraft while itâs in flight. That demands people with the quality and calibre to cope with an incredible volume of work.â
Harnessing the skills and talent to deliver this complex task is a primary concern as is leading that talent effectively. âYou have to be totally focused on prioritising the outcome,â he says. âIf you donât adhere to that principle, you risk wasting huge amounts of time, money and capacity. Iterative, agile working is extremely useful to break a monumental workload down into manageable chunks, but across those agile principles there must be strength and clarity of leadership driving the overall goal. Itâs like an orchestra. Everyone has their own instrument to play, but to produce the music you need a conductor.â
Injecting partnership expertise from other sectors and larger programmes is a very effective way of developing your core competencies
Behind this overarching principle lies a level of transformational complexity that represents the predominant challenge in Mr Kennedyâs role. âWhen youâre working on a merger like this, you inherit a rich and diverse talent pool in terms of skills, backgrounds and experience, but it does make the talent management side extremely demanding,â he says.
âWe adopt a creative blend of skills development, from graduates trained specifically in our systems to refresher and coaching training for our IT leaders. The technical skills are relatively easy to embed. Itâs by focusing on the softer skills in our teams â listening, negotiating, asking open questions, challenging, establishing a âfail fast, learn fastâ culture without threat of reprisal â that weâve developed the edge.â
Internal talent has also been augmented with the input of partner organisations which, Mr Kennedy explains, have an invaluable role to play in shining an interrogative light on the IT transformation strategy.
âInjecting partnership expertise from other sectors and larger programmes is a very effective way of developing your core competencies,â he says. âThese consultancies have the capacity to pilot in with fresh eyes, offer a provocative perspective and introduce new ways of thinking that reach beyond the historical mindset. It doesnât mean that we donât trust our own people. It simply means that we remain open minded to the possibility of new and better approaches, which can then be embedded into our internal capacity.â
The overall picture highlights the changing role of IT in business. âIn IT, our mission to get closer to the business has actually been going on for many years. Now we must challenge the business to get closer to the technology,â says Mr Kennedy.
âThis is a hugely exciting time for IT as we experience an unprecedented convergence of technology ecosystems. Digital connectivity, cloud, mobile technologies: theyâre all revolutionary, but none of them function fully in isolation. Itâs the explosion of technologies operating in synergy that drives opportunities. Itâs our responsibility as IT specialists to educate the wider business, to get stakeholders and leadership excited about whatâs possible, to shift them away from costly, immovable âcrown jewelâ legacy systems and into a new era of faster, more cost-effective and secure transformation. If we can crack that, weâre well on the way to harnessing the commercial potential that tomorrowâs technology offers.â
Standard Life Aberdeenâs IT transformation is supported by Mason Advisory. Find out more at www.masonadvisory.com/