Axa Switzerland has removed the job titles from the organizational chart. What the insurance group wants to achieve with this step, how the change will affect the employees and why they now work with a “secure ChatGPT”, explains technology director and member of the management team Kathrin Braunwarth.
At the beginning of 2024, Axa Switzerland reportedly abolished all job titles. Are all the titles actually gone? Also yours and those of the other management members?
Kathrin Braunwarth: Yes, we abolished titles like AVP, VP or Director at the beginning of 2024 because they were primarily symbolic. However, there will still be functions such as management, heads of staff or team leaders. The fact that what we have now abolished requires so much explanation is, in my view, an indication that the step was the right one.
In the future there should be no more female directors or vice presidents. What speaks against such terms? And what goal is Axa pursuing by abolishing it?
Titles come from a different time when status was far more important than it is today. We want to communicate with each other on an equal level, regardless of who has which function or position in the company. Everyone should be able to contribute and help shape things equally.
The titles may disappear, but the principle of hierarchy remains – although there are now 13 levels of responsibility. How has the ranking for employees changed specifically?
We now work with a responsibility hierarchy instead of a status hierarchy. The tasks, scope of responsibility and requirements for employees at each level are described in all 13 levels. This system reflects the hierarchy of responsibility.
How does the new work organization affect employees?
We have been cultivating a collaborative culture in which all employees can contribute and work together as equals for several years now. With the abolition of the title, however, this now took on an official character. Therefore, there were no drastic changes to our employees’ everyday working lives.
What concerns did you have before the change and how did you deal with them?
Of course, in a company our size, there are always people who find change less easy than others, which is why we closely supported the employees during this change. Through proactive and transparent communication, few questions remained unanswered and any uncertainties could be addressed. That was one reason why the response to the new system was very positive.
For high-ranking employees, the abolition of titles means a loss of status. To what extent was there resistance from top management?
The employees supported this change across all hierarchical levels and recognized the advantages. Of around 4,200 new employment contracts issued under the new system, only four were rejected. It cannot be said whether this is solely due to the abolition of the title.
How does the assignment of responsibilities work in an organization where everyone wants to see each other as equals? And who takes responsibility when the tasks of individual team members overlap?
We already work agilely or across divisional boundaries in many areas. The decision-making authority has long rested with the experts and the teams themselves. Today, many tasks are so complex that not just one individual can make all the decisions.
How is the digital transformation currently shaping up for Axa Switzerland?
Digital transformation is a high priority for Axa Switzerland. In addition to strategic initiatives, the focus is also on optimizing and expanding our digital platforms. At the same time, we are looking at how the transformation can contribute to the development of our work culture and the achievement of our climate ambitions. Our data and AI, or the potential that we can draw from the two areas, play a crucial role.
What challenges and projects are at the top of your priority list?
A central aspect of digital transformation is the ongoing optimization of the customer experience. In this context, there are various digitalization projects to simplify and automate the most important processes. For example, we are currently concerned with the replacement of classic mainframe computers and the corresponding modernization of our application landscape. It is also important to recognize the potential in the area of generative AI and incorporate it into our optimization processes. In the future, we would like to be available to our customers even faster, more efficiently and more individually.
A little over two years ago, Axa Switzerland founded an insurtech subsidiary with the aim of making claims processing more efficient using artificial intelligence. What is the status of this project?
The company “noimos” now employs around 20 people and is currently developing models in the area of the claims process in motor vehicle insurance. The first solutions have already gone live in Switzerland, and at the same time pilots have started or are being planned in other European Axa units.
Since the emergence of ChatGPT, expectations for the capabilities of chatbots have increased. What does this mean for Axa’s chatbot, which has been used in customer communication for several years?
Our customers are very satisfied with our chatbot – Axa’s digital assistant Ada. The list of new technologies is very long and we are constantly examining how we can expand Ada even further.
What about the internal use of AI assistants at Axa? For example, are employees allowed to use ChatGPT at work? And if so: for what purpose?
We recently made a secure ChatGPT (“Secure GPT”) available to all of our employees for internal use. As an entire organization, we want to gradually approach the possibilities of generative AI, further increase our productivity and offer our customers even better service. Together we unlock potential by having our experts from technology and other specialist areas work together to use AI in the various processes to support our employees with various assistance functions.
How do you generally assess the opportunities and risks of AI? And what do you think predominates?
AI should primarily generate customer benefits. But AI is also a very powerful tool that must be used particularly responsibly and ethically in order to maximize the opportunities and minimize the risks. Axa therefore applies strict principles, guidelines and processes that, among other things, ensure transparency and fairness towards our customers and ensure that, in addition to the machine, a person is always involved in the decision-making process.
Finally, an outlook: Which technologies will have the greatest impact on the future of the insurance and finance industry?
Fortunately, the future cannot yet be predicted, even with today’s technology. Nevertheless, in my opinion, generative AI should be mentioned here, as it will significantly influence customer interactions and the requirements for them. At the same time, it is important to me to emphasize that the insurance business is and will remain a people business – especially because technology is advancing so quickly.
To person
Kathrin Braunwarth has headed the “Data, Technology & Innovation” division at Axa Switzerland since September 2023. She is also a member of the insurer’s management team. Braunwarth previously held senior positions for the public German all-industry insurer “Versicherungskammer”, most recently as head of IT. From 2010 to 2015 she worked at Allianz Germany. Kathrin Braunwarth completed a business administration degree with a degree in business administration as well as a master’s degree in Financial Management & Electronic Commerce and then received her doctorate in business informatics.
2024-03-13 07:17:26
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