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(bright music)

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<v Narrator>In today's business environment,</v>

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digital performance can make the difference

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between being an industry leader

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or losing ground to fast-moving competitors.

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But only about 30% of companies

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navigate a digital transformation successfully.

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Generali Italia, a leading insurance company,

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became one of the coveted 30%.

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They did so by delivering a digital transformation

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that blended both digital and human capabilities.

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<v ->Transforming IT is more than simply writing code,</v>

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and is also more than buying technology

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from external providers.

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And that's why we structured the program

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into four main pillars:

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IT Architecture, Ways of Working,

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People, and Continuous Improvement.

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<v Narrator>The company also knew</v>

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that it wasn't enough simply to experiment with pilots

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in a few business units.

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They committed to change across the whole organization.

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<v ->The IT Architecture stream had the objective</v>

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to rewrite the core pieces of our core legacy systems,

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and doing this based on modern standards like microservices.

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Ways of Working stream had the objective

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to enforce different ways of working

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based on DevOps and Agile methodology.

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We managed to now have about 40 teams

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fully working in Agile methodology

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and covering 40% of our project activities.

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And 15 of those are also working fully

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with DevOps methodology.

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The People stream had the objective

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to secure all the key skills

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that we needed for the transformation.

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The key element was to set up a digital factory,

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which basically

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acts as an InsureTech within the company,

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and had the mandate to attract and retain

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all the talents that we needed.

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And finally, Continuous Improvement stream had the objective

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to enforce and enable a culture

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of obsessive focus on performance.

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<v Narrator>Organizations that think big and move nimbly</v>

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will find competitive advantage.

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As a result of its digital transformation,

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Generali radically improved their digital performance.

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<v ->During this transformation,</v>

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we completely transformed our IT performance.

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We managed to reduce our response time by more than 50%,

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reducing the average response time

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from about 2 seconds to 0.8 seconds.

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We also managed to drastically improve

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the availability of our core systems,

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and the downtime hours dramatically improved.

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And also, we managed to drastically improve quality,

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with defect rate that went down by a factor of 10.

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<v Narrator>As a result of its digital transformation,</v>

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Generali Italia has unlocked new business growth,

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and become a digital leader in insurance.

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(bright music)