Case Axa Way

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{\phpg\posx2073\pvpg\posy1991\absw1133\absh119 \f20 \fs9 \cf0 \f20 \fs9 \cf0 I N T
E R N A T I O N A L \par
}
{\phpg\posx9278\pvpg\posy1377\absw1217\absh626 \b \f20 \fs24 \cf0 \fi85 \b \f20
\fs24 \cf0 IMD391
\par}{\phpg\posx9278\pvpg\posy1377\absw1217\absh626 \sl-364 \b \f20 \fs24 \cf0
{\fs21 04.06.2009 }\par
}
{\phpg\posx9653\pvpg\posy2034\absw2534\absh1535 \f10 \fs154 \cf94 \f10 \fs154 \cf94
ost \par
}
P \par
}
{\phpg\posx1717\pvpg\posy3044\absw9001\absh247 \b \f20 \fs28 \cf0 \b \f20 \fs28
\cf0 AXA WAY: THE PURSUIT OF EXCELLENCE THROUGH \par
}
\cf0 QUALITY OF SERVICE \par
}
{\phpg\posx4202\pvpg\posy4263\absw6708\absh2309 \f20 \fs21 \cf0 \f20 \fs21 \cf0 It
was December 11, 2005 and Philippe Fort, the Group Chief
\par}{\phpg\posx4202\pvpg\posy4263\absw6708\absh2309 \sl-235 \f20 \fs21 \cf0 AXA
Way Officer, was finalizing his preparations for a meeting
\par}{\phpg\posx4202\pvpg\posy4263\absw6708\absh2309 \sl-235 \f20 \fs21 \cf0 the
next day with his boss, Claude Brunet, about the progress of
AXA Way program and its outlook for the future. There was
\par}{\phpg\posx4202\pvpg\posy4263\absw6708\absh2309 \sl-235 \f20 \fs21 \cf0 good
news to report. Brunet, the Group Chief Operating Officer,
\par}{\phpg\posx4202\pvpg\posy4263\absw6708\absh2309 \sl-235 \f20 \fs21 \cf0 and
the sponsor of AXA Way, had reason to be pleased with the
\par}{\phpg\posx4202\pvpg\posy4263\absw6708\absh2309 \sl-235 \f20 \fs21 \cf0
improvements in process quality and customer service that AXA
\par}{\phpg\posx4202\pvpg\posy4263\absw6708\absh2309 \sl-235 \f20 \fs21 \cf0 had
made in the past three years under the banner of AXA Way.
\par}{\phpg\posx4202\pvpg\posy4263\absw6708\absh2309 \sl-235 \f20 \fs21 \cf0 But
Fort knew that Brunet and the other members of the AXA
\par}{\phpg\posx4202\pvpg\posy4263\absw6708\absh2309 \sl-235 \f20 \fs21 \cf0 Way
Strategic Committee would have challenging questions for
\par}{\phpg\posx4202\pvpg\posy4263\absw6708\absh2309 \sl-235 \f20 \fs21 \cf0 him.
Too many managers within AXA still saw AXA Way \par
}
or \par
}
merely as a methodology drawing on Six Sigma tools and other
quality techniques. To achieve Brunet's ambitions for AXA Way,
\par}{\phpg\posx4202\pvpg\posy6850\absw6808\absh3367 \sl-235 \f20 \fs21 \cf0 it
would have to be much more. AXA had become one of the
world's largest insurance companies, but customer service was
\par}{\phpg\posx4202\pvpg\posy6850\absw6808\absh3367 \sl-235 \f20 \fs21 \cf0 still
not top of mind for many of its managers. It remained a siloed
organization and true process thinking was still rare. To achieve
next level of process improvement, and to enhance customer
service, AXA would need a culture change from within.
\par}{\phpg\posx4202\pvpg\posy6850\absw6808\absh3367 \sl-235 \par\f20 \fs21 \cf0
Brunet, a former top executive in the automobile industry, had
\par}{\phpg\posx4202\pvpg\posy6850\absw6808\absh3367 \sl-235 \f20 \fs21 \cf0 joined
AXA in 2001 to steer the major transversal activities of
Group. He believed passionately that, over the last 15 years,
gap of productivity gains between the manufacturing and the
financial sectors had grown considerably and that financial
services had significant potential for improvement. When he
joined, he was surprised to find that processes with a rate of \par
}
Cop \par
}
defaults as high as two out of 10 were not unheard of at AXA.
\par}{\phpg\posx4202\pvpg\posy10614\absw6798\absh1250 \sl-235 \f20 \fs21 \cf0 This
was not sustainable. As he told Henri de Castries, the
Chairman of AXA's Management Board, he was convinced that
fluctuation in the outcome of AXA's processes was the
strongest source of customer dissatisfaction. "We must address
\par}{\phpg\posx4202\pvpg\posy10614\absw6798\absh1250 \sl-235 \f20 \fs21 \cf0 this
issue at once." \par
}
{\phpg\posx2830\pvpg\posy10865\absw3493\absh1535 \f10 \fs154 \cf94 \f10 \fs154
\cf94 Not \par
}
{\phpg\posx4202\pvpg\posy13281\absw6380\absh653 \i \f20 \fs17 \cf0 \i \f20 \fs17
\cf0 Copyright � 2009 by{\b IMD} - International Institute for
Management
\par}{\phpg\posx4202\pvpg\posy13281\absw6380\absh653 \sl-235 \i \f20 \fs17 \cf0
Development, Lausanne, Switzerland. Not to be used or reproduced without
written permission directly from{\b IMD}. \par
}
This document is authorized for use only by Muhammad Kashif Saeed Janjua until
January 2012. Copying or posting
\fi1249 is an infringement of copyright. Permissions@hbsp.harvard.edu or
617.783.7860. \par
}
y \par
}
{\phpg\posx1395\pvpg\posy4289\absw960\absh161 \i \f20 \fs17 \cf0 \i \f20 \fs17 \cf0
Jean-Pierre \par
}
Baillot \par
}
and \par
}
\cf0 Research Associate Suzanne \par
}
Weeks
\par}{\phpg\posx1395\pvpg\posy4760\absw563\absh373 \sl-235 \i \f20 \fs17 \cf0 under
\par
}
prepared \par
}
the \par
}
this \par
}
supervision \par
}
case
\fi196 of \par
}
\cf0 Professor John Weeks as a
basis for class discussion
rather than to illustrate either
effective or ineffective handling
\par}{\phpg\posx1395\pvpg\posy5230\absw2608\absh1008 \sl-235 \i \f20 \fs17 \cf0 of
a business situation. \par
}
\cf94 Do \par
}
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}}\par}{\phpg\posx5923\pvpg\posy648\absw493\absh192 \f20 \fs21 \cf0 \f20 \fs21 \cf0
- 2 - \par
}
{\phpg\posx9005\pvpg\posy675\absw1002\absh160 \f20 \fs17 \cf0 \f20 \fs17 \cf0 IMD-
4-0310 \par
}
Under the leadership of its founder, Claude B�b�ar, AXA had grown from being a
\par}{\phpg\posx2229\pvpg\posy1640\absw8432\absh2309 \sl-235 \f20 \fs21 \cf0 small,
regional French insurer in 1982 to become a global giant with a presence in
\par}{\phpg\posx2229\pvpg\posy1640\absw8432\absh2309 \sl-235 \f20 \fs21 \cf0 every
continent, offering its customers products and services to meet
the
insurance, savings, retirement and financial planning needs
throughout their
lifetimes. The 1990s had been good for the industry in general and for
AXA in
particular. Throughout the decade, AXA's conquest had been mainly driven
by
acquisitions: Equitable Life and Sanford Bernstein in the US, UAP in
France,
Guardian Royal Exchange in the UK and Nippon Dantai in Japan, for
example.
\par}{\phpg\posx2229\pvpg\posy1640\absw8432\absh2309 \sl-235 \f20 \fs21 \cf0 When
de Castries took over from B�b�ar as Chairman of the Management Board
\par}{\phpg\posx2229\pvpg\posy1640\absw8432\absh2309 \sl-235 \f20 \fs21 \cf0 in
2000, it was clear that the Group needed to consolidate operations
across the
network of some 140,000 employees and distributors. \par
}
{\phpg\posx8974\pvpg\posy2034\absw3200\absh2326 \f10 \fs156 \cf94 \fi679 \f10
\fs156 \cf94 ost
P \par
}
{\phpg\posx2229\pvpg\posy4462\absw8496\absh1885 \f20 \fs21 \cf0 \f20 \fs21 \cf0 The
year 2001 was the worst in the history of the insurance industry. For the first
\par}{\phpg\posx2229\pvpg\posy4462\absw8496\absh1885 \sl-235 \f20 \fs21 \cf0 time
there was a global economic recession, financial market depreciation and a
\par}{\phpg\posx2229\pvpg\posy4462\absw8496\absh1885 \sl-235 \f20 \fs21 \cf0 series

of severe losses which occurred simultaneously. Within AXA, a major cost-
cutting initiative was launched and the company made its first attempt to develop
transversal programs that would allow AXA to go to market as a single
firm.
However, it continued to operate under the same principle that B�b�ar
had
introduced a decade earlier: "Think global, act local." In practice, this meant
that
was quite decentralized and that Brunet would face many challenges in
\par}{\phpg\posx2229\pvpg\posy4462\absw8496\absh1885 \sl-235 \f20 \fs21 \cf0 doing
the task for which he had been hired. \par
}
or \par
}
There was a sense of urgency among at least some top executives. There
was
\par}{\phpg\posx2229\pvpg\posy6814\absw8344\absh3155 \sl-235 \f20 \fs21 \cf0 pride
about AXA's growth and its worldwide platform but also awareness that
\par}{\phpg\posx2229\pvpg\posy6814\absw8344\absh3155 \sl-235 \f20 \fs21 \cf0 they
were not taking full advantage of it. Gerhard Rupper, a Group Executive
\par}{\phpg\posx2229\pvpg\posy6814\absw8344\absh3155 \sl-235 \f20 \fs21 \cf0 Vice-
President, observed:
\fi278 {\fs17 Our}{\fs17 process}{\fs17 culture}{\fs17 and}{\fs17
reengineering}{\fs17 mindset}{\fs17 are}{\fs17 limited.}{\fs17 Considering}
{\fs17 processes}{\fs17 from}{\fs17 a }
\par}{\phpg\posx2229\pvpg\posy6814\absw8344\absh3155 \sl-235 \f20 \fs21 \cf0 \fi278
{\fs17 more}{\fs17 analytical}{\fs17 perspective}{\fs17 would}{\fs17 be}{\fs17
an}{\fs17 advantage}{\fs17 for}{\fs17 all}{\fs17 of}{\fs17 us.}{\fs17 Most}
{\fs17 of}{\fs17 our}{\fs17 entities}{\fs17 suffer }
{\fs17 from}{\fs17 a}{\fs17 strong}{\fs17 legacy}{\fs17 in}{\fs17 terms}
{\fs17 of}{\fs17 organization.}{\fs17 They}{\fs17 are}{\fs17 vertically}
{\fs17 integrated}{\fs17 in}{\fs17 functions }
{\fs17 whilst}{\fs17 processes}{\fs17 cut}{\fs17 across}{\fs17 our}{\fs17
traditional}{\fs17 hierarchical}{\fs17 barriers.}{\fs17 Process}{\fs17
analysis}{\fs17 would }
{\fs17 bring}{\fs17 real}{\fs17 insight}{\fs17 where}{\fs17 internal}{\fs17
management}{\fs17 "games"}{\fs17 currently}{\fs17 prevail. }
\par}{\phpg\posx2229\pvpg\posy6814\absw8344\absh3155 \sl-235 \par\f20 \fs21 \cf0 An
increasing proportion of them shared the view that customer service,
which
\par}{\phpg\posx2229\pvpg\posy6814\absw8344\absh3155 \sl-235 \f20 \fs21 \cf0 was
now closely monitored through the AXA Customer Scope, had not
progressed as it should have done. Helen Kency, another Group Executive Vice-
President, expressed this view strongly: \par
}
Cop \par
}
\fs17 \cf0 We are not paying our customers the full attention they deserve. Our
operations are hardly
\fi278 focused on their integration. Although our new call centers improve
the global picture,
\fi278 quality of service is not a distinct competitive advantage in any major
entity.
{\fs21 Revenues}{\fs21 in}{\fs21 2001}{\fs21 amounted}{\fs21 to}{\fs21
approximately}{\fs21 {\f63 \u8364\'3f}75}{\fs21 billion,}{\fs21 with}{\fs21
net}{\fs21 cash}{\fs21 earnings }
{\fs21 of}{\fs21 {\f63 \u8364\'3f}1.2}{\fs21 billion}{\fs21 and}{\fs21 assets}
{\fs21 under}{\fs21 management}{\fs21 of}{\fs21 {\f63 \u8364\'3f}910}{\fs21
billion.}{\fs21 AXA}{\fs21 had}{\fs21 50}{\fs21 million }
{\fs21 customers}{\fs21 worldwide.}{\fs21 Its}{\fs21 revenues}{\fs21 were}
{\fs21 spread}{\fs21 among}{\fs21 Life}{\fs21 &}{\fs21 Savings}{\fs21
(65%), }
{\fs21 Property}{\fs21 &}{\fs21 Casualty}{\fs21 (28%)}{\fs21 and}{\fs21
Asset}{\fs21 Management}{\fs21 (7%).}{\fs21 Market}{\fs21 shares}{\fs21
were }
{\fs21 stalled}{\fs21 in}{\fs21 a}{\fs21 number}{\fs21 of}{\fs21
entities,}{\fs21 however,}{\fs21 and}{\fs21 while}{\fs21 brand}{\fs21
name}{\fs21 recognition}{\fs21 was }
{\fs21 high,}{\fs21 distribution}{\fs21 was}{\fs21 not}{\fs21 growing}{\fs21
as}{\fs21 fast}{\fs21 as}{\fs21 had}{\fs21 been}{\fs21 expected. }\par
}
\cf94 Not \par
}
617.783.7860. \par
}
\cf94 Do \par
}
y \par
}
ffd8ffe000104a46494600010100000100010000ffdb004300010101010101010101010101010101010
10101010101010101010101010101010101010101010101010101010101010101010101010101010101
010101010101ffdb0043010101010101010101010101010101010101010101010101010101010101010
1010101010101010101010101010101010101010101010101010101010101010101ffc0001108031802
6403012200021101031101ffc4001f00000105010101010101000000000000000001020304050607080
90a0bffc400b5100002010303020403050504040000017d010203000411051221314106135161072271
14328191a1082342b1c11552d1f02433627282090a161718191a25262728292a3435363738393a43444
5464748494a535455565758595a636465666768696a737475767778797a838485868788898a92939495
0102030405060708090a0bffc400b511000201020404030407050404000102770001020311040521310
61241510761711322328108144291a1b1c109233352f0156272d10a162434e125f11718191a26272829
2a35363738393a434445464748494a535455565758595a636465666768696a737475767778797a82838
a2800a28a2800a28a2800a28a2800a28a2800a2
8a2800a28a2800a28a2800a28a2800a28a2800a
800a28a2800a28a2800a28a2803fffd9
- 3 - \par
}
4-0310 \par
}
\cf0 The Launch of AXA Way
\par}{\phpg\posx2229\pvpg\posy1647\absw8464\absh2514 \sl-235 \par\b \f20 \fs21 \cf0
{\b0 A}{\b0 meeting}{\b0 was}{\b0 called}{\b0 in}{\b0 February}{\b0
2002}{\b0 to}{\b0 address}{\b0 these}{\b0 concerns}{\b0 with}{\b0 the }
{\b0 company's}{\b0 top}{\b0 300}{\b0 executives.}{\b0 Operational}{\b0
performance,}{\b0 which}{\b0 now}{\b0 stood}{\b0 as}{\b0 a }
{\b0 top}{\b0 priority}{\b0 for}{\b0 the}{\b0 Group,}{\b0 was}{\b0 the}
{\b0 main}{\b0 topic}{\b0 on}{\b0 the}{\b0 agenda.}{\b0 The}{\b0
event}{\b0 was }
{\b0 dedicated}{\b0 to}{\b0 Brunet's}{\b0 introduction}{\b0 of}{\b0 AXA}
{\b0 Way.}{\b0 Brunet}{\b0 was}{\b0 no}{\b0 newcomer}{\b0 to }
{\b0 global}{\b0 initiatives}{\b0 such}{\b0 as}{\b0 AXA}{\b0 Way.}{\b0 He}
{\b0 knew}{\b0 that,}{\b0 despite}{\b0 the}{\b0 fact}{\b0 that}{\b0 the}{\b0
300 }
{\b0 had}{\b0 received}{\b0 information}{\b0 about}{\b0 AXA}{\b0 Way}{\b0
over}{\b0 recent}{\b0 months,}{\b0 most}{\b0 of}{\b0 them }
{\b0 would}{\b0 still}{\b0 not}{\b0 be}{\b0 familiar}{\b0 with}{\b0 what}{\b0
it}{\b0 entailed}{\b0 precisely.}{\b0 He}{\b0 stressed}{\b0 the}{\b0 expected
}
{\b0 resistance}{\b0 to}{\b0 AXA}{\b0 Way}{\b0 and}{\b0 the}{\b0
importance}{\b0 of}{\b0 supporting}{\b0 those}{\b0 involved}{\b0 in}{\b0
its }
{\b0 initial}{\b0 deployment.}{\b0 According}{\b0 to}{\b0 him,}{\b0 the}
{\b0 main}{\b0 condition}{\b0 for}{\b0 success}{\b0 could}{\b0 be }
{\b0 expressed}{\b0 by}{\b0 the}{\b0 following}{\b0 equation: }\par
}
\fs155 \cf94 ost
P \par
}
{\phpg\posx2229\pvpg\posy4697\absw8497\absh2520 \b \f20 \fs21 \cf0 \fi705 \b
\f20 \fs21 \cf0 D{\b0 issatisfaction}{\b0 +} V{\b0 ision}{\b0 +} F{\b0 irst}{\b0
steps}{\b0 >} R{\b0 esistance }
{\b0 In}{\b0 other}{\b0 words,}{\b0 the}{\b0 support}{\b0 to}{\b0 be}{\b0
delivered}{\b0 by}{\b0 the}{\b0 initial}{\b0 deployment}{\b0 of}{\b0 AXA}{\b0
Way }
{\b0 would}{\b0 need}{\b0 to}{\b0 outweigh}{\b0 the}{\b0 anticipated}{\b0
resistance}{\b0 to}{\b0 novelty}{\b0 and}{\b0 change. }
{\b0 AXA}{\b0 Way}{\b0 projects}{\b0 would}{\b0 be}{\b0 measured}{\b0
and}{\b0 monitored}{\b0 closely.}{\b0 "We}{\b0 cannot }
{\b0 improve}{\b0 what}{\b0 we}{\b0 don't}{\b0 know}{\b0 and}{\b0 we}
{\b0 start}{\b0 to}{\b0 know}{\b0 when}{\b0 we}{\b0 start}{\b0 to}
{\b0 measure," }
{\b0 emphasized}{\b0 Brunet.}{\b0 Starting}{\b0 in}{\b0 April}{\b0 2002,}{\b0
the}{\b0 appraisal}{\b0 of}{\b0 AXA}{\b0 Way}{\b0 was}{\b0 to}{\b0 be}{\b0
a }
{\b0 recurrent}{\b0 agenda}{\b0 item}{\b0 at}{\b0 the}{\b0 "Quarterly}
{\b0 Business}{\b0 Review"}{\b0 meetings}{\b0 that}{\b0 were}{\b0 a }
{\b0 means}{\b0 for}{\b0 the}{\b0 Executive}{\b0 Committee}{\b0 to}{\b0
review}{\b0 Group}{\b0 performance,}{\b0 transversal }
{\b0 programs}{\b0 such}{\b0 as}{\b0 AXA}{\b0 Way,}{\b0 as}{\b0 well}{\b0
as}{\b0 to}{\b0 develop}{\b0 business}{\b0 synergies.}{\b0 The}{\b0 main }
{\b0 indicators}{\b0 for}{\b0 successful}{\b0 projects}{\b0 would}{\b0
be: }\par
}
y \par
}
Alignment of AXA Way projects with the strategy of the entity and
Group.
Income generated: "AXA Way Project Net Income" (AWPNI) was to
\par}{\phpg\posx3340\pvpg\posy7755\absw7312\absh2520 \sl-235 \f20 \fs21 \cf0 be
calculated on a per project basis as the difference between its
benefits (cost reduction plus incremental revenues) and its
implementation cost.
Staff involved: The aim was for 1% of the global workforce to be
operational "black belts" by 2006.
Number of projects completed and underway. \par
}
Cop \par
}
First steps were to focus on simple processes in order to achieve
"quick wins"
\par}{\phpg\posx2229\pvpg\posy10812\absw8587\absh1885 \sl-235 \f20 \fs21 \cf0 from
the "low hanging fruit." Importantly, by focusing on simple processes,
additional operating costs generated by the program would be minimal and
the
current priorities of the entities involved would be supported, not
challenged.
Philippe Fort and the AXA Way Central Team, based in AXA's headquarters,
\par}{\phpg\posx2229\pvpg\posy10812\absw8587\absh1885 \sl-235 \f20 \fs21 \cf0 would

act as a global enabler. Local entities would apply guidelines
and
methodologies developed by the Central Team regarding the priorities they would
\par}{\phpg\posx2229\pvpg\posy10812\absw8587\absh1885 \sl-235 \f20 \fs21 \cf0 opt
for by themselves. The need to concentrate on projects with a customer focus
emphasized but not mandated. \par
}
\cf94 Not \par
}
{\phpg\posx2229\pvpg\posy13164\absw8399\absh827 \f20 \fs21 \cf0 \f20 \fs21 \cf0 Ten
entities had volunteered to pilot test AXA Way projects in 2002. To
ensure
success in the pilot phase, Fort stressed that three things were needed:
Strong
commitment among the senior management of each participating
entity,
empowerment of the people involved in the initial projects and clear, measurable
\par
}
617.783.7860. \par
}
\cf94 Do \par
}
{\phpg\posx2785\pvpg\posy7715\absw165\absh910 \f40 \fs21 \cf0 \f40 \fs21 \cf0 x
\par}{\phpg\posx2785\pvpg\posy7715\absw165\absh910 \sl-352 \par\f40 \fs21 \cf0 x
\par
}
or \par
}
{\phpg\posx2785\pvpg\posy9596\absw165\absh910 \f40 \fs21 \cf0 \f40 \fs21 \cf0 x
\par}{\phpg\posx2785\pvpg\posy9596\absw165\absh910 \sl-352 \par\f40 \fs21 \cf0 x
\par
}
ffd8ffe000104a46494600010100000100010000ffdb004300010101010101010101010101010101010
10101010101010101010101010101010101010101010101010101010101010101010101010101010101
010101010101ffdb0043010101010101010101010101010101010101010101010101010101010101010
1010101010101010101010101010101010101010101010101010101010101010101ffc0001108031802
6403012200021101031101ffc4001f00000105010101010101000000000000000001020304050607080
90a0bffc400b5100002010303020403050504040000017d010203000411051221314106135161072271
14328191a1082342b1c11552d1f02433627282090a161718191a25262728292a3435363738393a43444
5464748494a535455565758595a636465666768696a737475767778797a838485868788898a92939495
0102030405060708090a0bffc400b511000201020404030407050404000102770001020311040521310
61241510761711322328108144291a1b1c109233352f0156272d10a162434e125f11718191a26272829
2a35363738393a434445464748494a535455565758595a636465666768696a737475767778797a82838
a2800a28a2800a28a2800a28a2800a28a2800a2
8a2800a28a2800a28a2800a28a2800a28a2800a
800a28a2800a28a2800a28a2803fffd9
- 4 - \par
}
4-0310 \par
}
targets. AXA Way was then to be extended to all AXA entities in 2003
with
\par}{\phpg\posx2229\pvpg\posy1640\absw8388\absh2451 \sl-235 \f20 \fs21 \cf0 global
monitoring and opportunities to share best practice and experience built
\par}{\phpg\posx2229\pvpg\posy1640\absw8388\absh2451 \sl-235 \f20 \fs21 \cf0 into
the roll-out program.
{\b The}{\b AXA}{\b Way}{\b Central}{\b Team }
The AXA Way Central Team used the Six Sigma approach to craft a tailor-made
\par}{\phpg\posx2229\pvpg\posy1640\absw8388\absh2451 \sl-235 \f20 \fs21 \cf0 method
adapted to the AXA business culture. Six Sigma was a well-known re-
engineering methodology that had been successfully used by a
number of
corporations, particularly in manufacturing industries. The approach
was to
identify and remove defects in business processes. Each level of
improvement \par
}
\fs155 \cf94 ost
P \par
}
corresponds to a specific rate of defects: A "Process-Sigma 3" indicates that there
\par}{\phpg\posx2229\pvpg\posy4384\absw8681\absh2309 \sl-235 \f20 \fs21 \cf0 are

fewer than 7% defects, a "Process-Sigma 4" indicates fewer than 1% defects,
\par}{\phpg\posx2229\pvpg\posy4384\absw8681\absh2309 \sl-235 \f20 \fs21 \cf0 and a
"Process-Sigma 6" is almost synonymous with zero defect, indicating only
\par}{\phpg\posx2229\pvpg\posy4384\absw8681\absh2309 \sl-1555 \f20 \fs21 \cf0 3.4
defects per million opportunities.{\f10 \fs155 \cf94 or }
The Central Team also addressed the necessity of progressively raising the level of

awareness of AXA Way throughout the Group and coordinated training programs.
Recruitment of the 10 members of the Central Team began in 2001. Most of the
members of the initial team chosen by Brunet, including Fort himself, were young
executives who had had Six Sigma experience in manufacturing companies such \par
}
{\phpg\posx2229\pvpg\posy6972\absw8366\absh3155 \f20 \fs21 \cf0 \f20 \fs21 \cf0 as
General Electric and Ford Motor Company. Their experience in the insurance
industry was limited but they were willing and eager to learn; Fort was confident
\par}{\phpg\posx2229\pvpg\posy6972\absw8366\absh3155 \sl-235 \f20 \fs21 \cf0 that
they would be inspiring and persuasive, yet diplomatic enough to
be
"perceived and accepted as positive agents of change."
They would need to be. Even some of the top executives who attended
the
February meeting where Brunet had introduced AXA Way were skeptical about it.
\par}{\phpg\posx2229\pvpg\posy6972\absw8366\absh3155 \sl-235 \f20 \fs21 \cf0 Fort
heard comments such as:
\fi278 {\fs17 Six}{\fs17 Sigma}{\fs17 may}{\fs17 be}{\fs17 fine}{\fs17 for}
{\fs17 industry}{\fs17 [manufacturing}{\fs17 companies]}{\fs17 but}{\fs17 you}
{\fs17 will}{\fs17 soon}{\fs17 discover }
{\fs17 our}{\fs17 business}{\fs17 is}{\fs17 a}{\fs17 very}{\fs17 special}
{\fs17 one. }
\fi278 {\fs17 It}{\fs17 might}{\fs17 be}{\fs17 useful}{\fs17 for}{\fs17 some}
{\fs17 technical}{\fs17 matters}{\fs17 but}{\fs17 certainly}{\fs17 not}{\fs17
for}{\fs17 Sales. }
For those dubious executives, the Six Sigma goal was not one they were ready to
\par
}
Cop \par
}
fully embrace or support. The most cynical saw AXA Way as a poorly disguised
\par}{\phpg\posx2229\pvpg\posy10500\absw8413\absh2309 \sl-235 \f20 \fs21 \cf0 cost
cutting drive; they quickly renamed the program "Axe away."
Brunet and Fort had their work cut out for them to build the operational support
necessary for the program's success. For each AXA entity, a
visible and
recognized high potential manager was appointed as the AXA Way Leader,
reporting directly to the CEO of the entity, as well as to the central
AXA Way
\par}{\phpg\posx2229\pvpg\posy10500\absw8413\absh2309 \sl-235 \f20 \fs21 \cf0 team.
The AXA Way Leader role was to advise the local executive committee on
selection of projects within the entity, to select the people that would
be
trained as black belts and then to define, lead and monitor a roll-out plan with
the
support of those black belts. \par
}
\cf94 Not \par
}
{\phpg\posx2229\pvpg\posy13322\absw8404\absh615 \f20 \fs21 \cf0 \f20 \fs21 \cf0 The
black belts were trained by the AXA Way Central Team in the methodology
coached to assist the operational managers throughout each project, to
help
managers feel more like process owners and to be more aware of, and sensitive
to, \par
}
617.783.7860. \par
}
\cf94 Do \par
}
y \par
}
ffd8ffe000104a46494600010100000100010000ffdb004300010101010101010101010101010101010
10101010101010101010101010101010101010101010101010101010101010101010101010101010101
010101010101ffdb0043010101010101010101010101010101010101010101010101010101010101010
1010101010101010101010101010101010101010101010101010101010101010101ffc0001108031802
6403012200021101031101ffc4001f00000105010101010101000000000000000001020304050607080
90a0bffc400b5100002010303020403050504040000017d010203000411051221314106135161072271
14328191a1082342b1c11552d1f02433627282090a161718191a25262728292a3435363738393a43444
5464748494a535455565758595a636465666768696a737475767778797a838485868788898a92939495
0102030405060708090a0bffc400b511000201020404030407050404000102770001020311040521310
61241510761711322328108144291a1b1c109233352f0156272d10a162434e125f11718191a26272829
2a35363738393a434445464748494a535455565758595a636465666768696a737475767778797a82838
a2800a28a2800a28a2800a28a2800a28a2800a2
8a2800a28a2800a28a2800a28a2800a28a2800a
800a28a2800a28a2800a28a2803fffd9
- 5 - \par
}
4-0310 \par
}
{\phpg\posx2229\pvpg\posy1640\absw8467\absh2239 \f20 \fs21 \cf0 \f20 \fs21 \cf0 the
quality perceived by the customer. However, Fort made it very clear to
the
\par}{\phpg\posx2229\pvpg\posy1640\absw8467\absh2239 \sl-235 \f20 \fs21 \cf0 black
belts that, "No solution should come directly from any of you. Solutions
\par}{\phpg\posx2229\pvpg\posy1640\absw8467\absh2239 \sl-235 \f20 \fs21 \cf0 should

emerge instead from the operational teams as a consequence of the quality
\par}{\phpg\posx2229\pvpg\posy1640\absw8467\absh2239 \sl-235 \f20 \fs21 \cf0 of
your association with them. This is how your contribution will truly achieve the
lasting impact we are aiming at."
{\b First}{\b Actions}{\b and}{\b Results }
Phase 1 of AXA Way focused on DMAIC projects. DMAIC is a Six Sigma
\par}{\phpg\posx2229\pvpg\posy1640\absw8467\absh2239 \sl-235 \f20 \fs21 \cf0 method
for improving existing processes. It consists of the following steps: \par
}
\fs155 \cf94 ost
P \par
}
\cf0 D{\b0 efine}{\b0 high-level}{\b0 project}{\b0 goals}{\b0 and}{\b0 the}
{\b0 current}{\b0 process. }
M{\b0 easure}{\b0 key}{\b0 aspects}{\b0 of}{\b0 the}{\b0 current}{\b0
process}{\b0 and}{\b0 collect}{\b0 relevant}{\b0 data. }
A{\b0 nalyze}{\b0 the}{\b0 data}{\b0 to}{\b0 verify}{\b0 cause-and-effect}{\b0
relationships.}{\b0 Determine}{\b0 what }
{\b0 the}{\b0 relationships}{\b0 are}{\b0 and}{\b0 attempt}{\b0 to}{\b0
ensure}{\b0 that}{\b0 all}{\b0 factors}{\b0 have}{\b0 been }
{\b0 considered.}{\b0 \f10 \fs155 \cf94 or }
I{\b0 mprove}{\b0 or}{\b0 optimize}{\b0 the}{\b0 process}{\b0 based}{\b0
upon}{\b0 data}{\b0 analysis}{\b0 using }
{\b0 techniques}{\b0 like}{\b0 Design}{\b0 of}{\b0 experiments. }
C{\b0 ontrol}{\b0 to}{\b0 ensure}{\b0 that}{\b0 any}{\b0 deviations}{\b0
from}{\b0 the}{\b0 target}{\b0 are}{\b0 corrected}{\b0 before }\par
}
\fs21 \cf0 they result in defects. Set up pilot runs to establish process
capability,
move on to production, set up control mechanisms and continuously
monitor the process.
Phase 2 of the AXA Way program would focus on managing existing processes
through the DMO method:
{\b D}efine
\fi705 {\b M}easure{\f10 \fs155 \cf94 Cop }
{\b O}perate
The focus of Phase 3 would be on creating new processes using the
DIDVO
method:
{\b D}efine \par
}
{\phpg\posx2229\pvpg\posy10818\absw8376\absh2092 \b \f20 \fs21 \cf0 \fi705 \b
\f20 \fs21 \cf0 I{\b0 nnovate }
\fi705 D{\b0 esign }
\fi705 V{\b0 alidate }
\fi705 O{\b0 perate }
\par}{\phpg\posx2229\pvpg\posy10818\absw8376\absh2092 \sl-238 \par\b \f20 \fs21
\cf0 {\b0 From}{\b0 early}{\b0 on}{\b0 it}{\b0 became}{\b0 clear}{\b0
to}{\b0 the}{\b0 Central}{\b0 Team}{\b0 that}{\b0 there}{\b0 was}{\b0
a}{\b0 tension }
{\b0 between}{\b0 the}{\b0 desire}{\b0 to}{\b0 spread}{\b0 the}{\b0 AXA}{\b0
Way}{\b0 vocabulary}{\b0 throughout}{\b0 the}{\b0 company }
{\b0 to}{\b0 get}{\b0 people}{\b0 to}{\b0 use}{\b0 the}{\b0 methodology}{\b0
and}{\b0 the}{\b0 need}{\b0 to}{\b0 avoid}{\b0 excessive}{\b0 use}{\b0 of}
{\b0 Six }\par
}
\cf94 Not \par
}
Sigma jargon that put many managers off.
The original projects were slow runners. It took between 9 and 12
months to
deliver a solution and for the entity to see actual benefits. Executives
were \par
}
617.783.7860. \par
}
\cf94 Do \par
}
y \par
}
ffd8ffe000104a46494600010100000100010000ffdb004300010101010101010101010101010101010
10101010101010101010101010101010101010101010101010101010101010101010101010101010101
010101010101ffdb0043010101010101010101010101010101010101010101010101010101010101010
1010101010101010101010101010101010101010101010101010101010101010101ffc0001108031802
6403012200021101031101ffc4001f00000105010101010101000000000000000001020304050607080
90a0bffc400b5100002010303020403050504040000017d010203000411051221314106135161072271
14328191a1082342b1c11552d1f02433627282090a161718191a25262728292a3435363738393a43444
5464748494a535455565758595a636465666768696a737475767778797a838485868788898a92939495
0102030405060708090a0bffc400b511000201020404030407050404000102770001020311040521310
61241510761711322328108144291a1b1c109233352f0156272d10a162434e125f11718191a26272829
2a35363738393a434445464748494a535455565758595a636465666768696a737475767778797a82838
a2800a28a2800a28a2800a28a2800a28a2800a2
8a2800a28a2800a28a2800a28a2800a28a2800a
800a28a2800a28a2800a28a2803fffd9
- 6 - \par
}
4-0310 \par
}
frequently impatient about a methodology which did not allow shortcuts
for
jumping directly to conclusions. This was especially true when
the final
conclusion delivered by an AXA Way project matched their initial gut
feeling.
\par}{\phpg\posx2229\pvpg\posy1640\absw8485\absh2520 \sl-235 \f20 \fs21 \cf0 Fort
was, once, teased by a British process owner who perhaps spoke for many of
\par}{\phpg\posx2229\pvpg\posy1640\absw8485\absh2520 \sl-235 \f20 \fs21 \cf0 his
colleagues when he joked:
\fi278 {\fs17 We}{\fs17 are}{\fs17 bothered}{\fs17 by}{\fs17 a}{\fs17
rather}{\fs17 noisy}{\fs17 little}{\fs17 insect}{\fs17 at}{\fs17 the}
{\fs17 moment.}{\fs17 Should}{\fs17 we}{\fs17 get}{\fs17 out}{\fs17
your }
{\fs17 antimissile}{\fs17 system}{\fs17 at}{\fs17 the}{\fs17 risk}{\fs17 of}
{\fs17 missing}{\fs17 the}{\fs17 creature}{\fs17 and}{\fs17 causing}{\fs17
undue}{\fs17 collateral}{\fs17 damage? }
Giacomo Bellini, a member of the Central Team, noted that it was impossible to
measure the impact of those early projects on customer satisfaction
because the
\par}{\phpg\posx2229\pvpg\posy1640\absw8485\absh2520 \sl-235 \f20 \fs21 \cf0 data
about customer satisfaction was not yet available. He added that: \par
}
\fs156 \cf94 ost
P \par
}
\fs17 \cf0 Some of the initial projects had no real impact anyway since
they were more of the
"problem fixing" type than truly customer focused.
{\fs21 As}{\fs21 a}{\fs21 matter}{\fs21 of}{\fs21 fact,}{\fs21 this}{\fs21
was}{\fs21 often}{\fs21 the}{\fs21 case}{\fs21 with}{\fs21 the}{\fs21 "low-
hanging}{\fs21 fruits." }
{\b \fs21 AXA}{\b \fs21 Way}{\b \fs21 is}{\b \fs21 Underway }
{\fs21 Between}{\fs21 2003}{\fs21 and}{\fs21 2005,}{\fs21 an}{\fs21
increasing}{\fs21 number}{\fs21 of}{\fs21 internal}{\fs21 communications}{\fs21
were }
\par}{\phpg\posx2229\pvpg\posy4724\absw8471\absh2850 \sl-235 \f20 \fs17 \cf0 {\fs21
conducted}{\fs21 in}{\fs21 support}{\fs21 of}{\fs21 AXA}{\fs21 Way.}{\fs21
These}{\fs21 were}{\fs21 initially}{\fs21 focused}{\fs21 on}{\fs21 the}{\fs21
need}{\fs21 for }
AXA}{\fs21 to}{\fs21 move}{\fs21 to}{\fs21 a}{\fs21 more}{\fs21 customer-
centric}{\fs21 culture}{\fs21 and}{\fs21 to}{\fs21 create}{\fs21 a}{\fs21
process-oriented }
culture}{\fs21 in}{\fs21 support}{\fs21 of}{\fs21 customer}{\fs21
service.}{\fs21 AXA}{\fs21 Way}{\fs21 was}{\fs21 presented}{\fs21 as}
{\fs21 a}{\fs21 tool}{\fs21 to }
support}{\fs21 the}{\fs21 business}{\fs21 strategy,}{\fs21 specifically}
{\fs21 the}{\fs21 voice}{\fs21 of}{\fs21 the}{\fs21 customer.}{\fs21
Employee }
testimonials}{\fs21 were}{\fs21 frequently}{\fs21 included}{\fs21 to}{\fs21
demonstrate}{\fs21 the}{\fs21 benefits}{\fs21 of}{\fs21 AXA}{\fs21
Way. }\par
}
y \par
}
\cf0 Leaders,{\i0 the}{\i0 Group}{\i0 magazine,}{\i0 and}{\i0 local}{\i0
entity}{\i0 newsletters,}{\i0 played}{\i0 a}{\i0 great}{\i0 part}{\i0 in }
{\i0 this}{\i0 communication}{\i0 effort. }
\par}{\phpg\posx2229\pvpg\posy7911\absw8327\absh2302 \sl-235 \par\i \f20 \fs21 \cf0
{\i0 Communication}{\i0 was}{\i0 increasing}{\i0 both}{\i0 in}{\i0
quantity}{\i0 and}{\i0 intensity,}{\i0 but}{\i0 the}{\i0 image}{\i0
of }
{\i0 and}{\i0 commitment}{\i0 to}{\i0 AXA}{\i0 Way}{\i0 varied}{\i0
considerably}{\i0 between}{\i0 the}{\i0 various}{\i0 AXA }
{\i0 entities.}{\i0 Furthermore,}{\i0 many}{\i0 executives}{\i0 still}{\i0
did}{\i0 not}{\i0 feel}{\i0 involved.}{\i0 Fort}{\i0 noted: }
\par}{\phpg\posx2229\pvpg\posy7911\absw8327\absh2302 \sl-235 \par\i \f20 \fs21 \cf0
\fi278 {\i0 \fs17 AXA}{\i0 \fs17 Way}{\i0 \fs17 is}{\i0 \fs17 unfortunately}{\i0
\fs17 still}{\i0 \fs17 perceived}{\i0 \fs17 as}{\i0 \fs17 a}{\i0 \fs17 mere}
{\i0 \fs17 option.}{\i0 \fs17 Some}{\i0 \fs17 process}{\i0 \fs17 owners}{\i0
\fs17 seem}{\i0 \fs17 to }
\fi278 {\i0 \fs17 pay}{\i0 \fs17 less}{\i0 \fs17 interest}{\i0 \fs17 once}
{\i0 \fs17 the}{\i0 \fs17 black}{\i0 \fs17 belt}{\i0 \fs17 leaves}{\i0
\fs17 them}{\i0 \fs17 to}{\i0 \fs17 deal}{\i0 \fs17 with}{\i0 \fs17
other}{\i0 \fs17 processes.}{\i0 \fs17 Their}{\i0 \fs17 own }
\fi278 {\i0 \fs17 managers}{\i0 \fs17 are}{\i0 \fs17 not}{\i0 \fs17
systematically}{\i0 \fs17 urging}{\i0 \fs17 them}{\i0 \fs17 to}{\i0 \fs17
follow}{\i0 \fs17 up}{\i0 \fs17 either.}{\i0 \fs17 One}{\i0 \fs17 tends}
{\i0 \fs17 to}{\i0 \fs17 forget}{\i0 \fs17 that }
\fi278 {\i0 \fs17 the}{\i0 \fs17 'C'}{\i0 \fs17 in}{\i0 \fs17 DMAIC}{\i0
\fs17 stands}{\i0 \fs17 for}{\i0 \fs17 control.}{\i0 \fs17 They}{\i0 \fs17
should}{\i0 \fs17 at}{\i0 \fs17 least}{\i0 \fs17 make}{\i0 \fs17 sure}
{\i0 \fs17 that}{\i0 \fs17 the}{\i0 \fs17 projects }\par
}
Cop \par
}
\fs17 \cf0 deliver a lasting benefit. They should also listen continuously
to the voice of customer in
\fi278 order to improve this benefit over time.
{\fs21 AXA}{\fs21 Way}{\fs21 was}{\fs21 perceived}{\fs21 by}{\fs21 many}
{\fs21 managers}{\fs21 as}{\fs21 a}{\fs21 specialist}{\fs21 approach}
{\fs21 that}{\fs21 need }
{\fs21 not}{\fs21 concern}{\fs21 them.}{\fs21 And,}{\fs21 AXA}{\fs21 Way}
{\fs21 was}{\fs21 still}{\fs21 often}{\fs21 seen}{\fs21 as}{\fs21 a}{\fs21
mere}{\fs21 cost-cutting}{\fs21 tool }
{\fs21 since}{\fs21 it}{\fs21 had}{\fs21 been}{\fs21 introduced}{\fs21 at}
{\fs21 a}{\fs21 time}{\fs21 when}{\fs21 all}{\fs21 entities}{\fs21 were}
{\fs21 drastically}{\fs21 reducing }
{\fs21 expenses.}{\fs21 The}{\fs21 "Axe}{\fs21 away"}{\fs21 label}{\fs21
stuck.}{\fs21 Brunet}{\fs21 recognized}{\fs21 that: }
\par}{\phpg\posx2229\pvpg\posy10526\absw8385\absh2460 \sl-235 \par\f20 \fs17
\cf0 \fi278 AXA Way is still insufficiently part of our DNA. We must get further.
{\fs21 In}{\fs21 January}{\fs21 2005,}{\fs21 the}{\fs21 AXA}{\fs21 Group}
{\fs21 HR}{\fs21 Steering}{\fs21 Committee}{\fs21 approved}{\fs21 the}
{\fs21 AXA }
{\fs21 Way}{\fs21 Charter}{\fs21 as}{\fs21 an}{\fs21 attempt}{\fs21 to}
{\fs21 overcome}{\fs21 retention}{\fs21 issues}{\fs21 in}{\fs21 the}{\fs21
black}{\fs21 belt}{\fs21 teams. }\par
}
\cf94 Not \par
}
{\phpg\posx2229\pvpg\posy13282\absw8374\absh827 \f20 \fs21 \cf0 \f20 \fs21 \cf0 As
more black belts were trained and became experienced, the competition
\par}{\phpg\posx2229\pvpg\posy13282\absw8374\absh827 \sl-235 \f20 \fs21 \cf0 became
increasingly aware of their talent and experience and started to lure them
\par}{\phpg\posx2229\pvpg\posy13282\absw8374\absh827 \sl-235 \f20 \fs21 \cf0 away.
The AXA Way Charter articulated a psychological contract between AXA
its black belts, with mutual commitment of increased training and guaranteed \par
}
617.783.7860. \par
}
\cf94 Do \par
}
or \par
}
ffd8ffe000104a46494600010100000100010000ffdb004300010101010101010101010101010101010
10101010101010101010101010101010101010101010101010101010101010101010101010101010101
010101010101ffdb0043010101010101010101010101010101010101010101010101010101010101010
1010101010101010101010101010101010101010101010101010101010101010101ffc0001108031802
6403012200021101031101ffc4001f00000105010101010101000000000000000001020304050607080
90a0bffc400b5100002010303020403050504040000017d010203000411051221314106135161072271
14328191a1082342b1c11552d1f02433627282090a161718191a25262728292a3435363738393a43444
5464748494a535455565758595a636465666768696a737475767778797a838485868788898a92939495
0102030405060708090a0bffc400b511000201020404030407050404000102770001020311040521310
61241510761711322328108144291a1b1c109233352f0156272d10a162434e125f11718191a26272829
2a35363738393a434445464748494a535455565758595a636465666768696a737475767778797a82838
a2800a28a2800a28a2800a28a2800a28a2800a2
8a2800a28a2800a28a2800a28a2800a28a2800a
800a28a2800a28a2800a28a2803fffd9
- 7 - \par
}
4-0310 \par
}
career development in return for loyalty and longevity with AXA. A member of
\par}{\phpg\posx2229\pvpg\posy1640\absw8429\absh2407 \sl-235 \f20 \fs21 \cf0 the HR
Steering Committee noted that:
\fi278 {\fs17 Creating}{\fs17 the}{\fs17 right}{\fs17 conditions}{\fs17 for}
{\fs17 strengthening}{\fs17 commitment}{\fs17 towards}{\fs17 AXA,}{\fs17
rather}{\fs17 than}{\fs17 just }
{\fs17 towards}{\fs17 a}{\fs17 process}{\fs17 improvement}{\fs17
education,}{\fs17 was}{\fs17 critical.}{\fs17 It}{\fs17 was}{\fs17 a}
{\fs17 condition}{\fs17 for}{\fs17 embedding }
{\fs17 AXA}{\fs17 Way}{\fs17 in}{\fs17 the}{\fs17 larger}{\fs17 picture. }
Fort reckoned that black belt recruitment had been short of his initial
expectations:
\fi278 {\fs17 A}{\fs17 black}{\fs17 belt}{\fs17 should}{\fs17 not}{\fs17
only}{\fs17 be}{\fs17 a}{\fs17 good}{\fs17 technician,}{\fs17 he}{\fs17
should}{\fs17 also}{\fs17 be}{\fs17 a}{\fs17 true}{\fs17 leader}{\fs17
and }
{\fs17 change}{\fs17 agent}{\fs17 for}{\fs17 the}{\fs17 operational}{\fs17
teams.}{\fs17 AXA}{\fs17 Way}{\fs17 is}{\fs17 not}{\fs17 simply}{\fs17
hard}{\fs17 work.}{\fs17 It}{\fs17 is,}{\fs17 among }
{\fs17 other}{\fs17 things,}{\fs17 a}{\fs17 way}{\fs17 to}{\fs17 get}{\fs17
our}{\fs17 people}{\fs17 energized}{\fs17 and}{\fs17 more}{\fs17 confident}
{\fs17 about}{\fs17 their}{\fs17 jobs.}{\fs17 There }\par
}
\fs155 \cf94 ost
P \par
}
\fs17 \cf0 is a fun aspect to it that all black belts should feel, demonstrate and
share intensely.
{\fs21 Black}{\fs21 belts}{\fs21 were}{\fs21 now}{\fs21 expected}{\fs21
to}{\fs21 change}{\fs21 the}{\fs21 perception}{\fs21 of}{\fs21 AXA}{\fs21
Way}{\fs21 as}{\fs21 being }
about}{\fs21 only}{\fs21 cost}{\fs21 cutting}{\fs21 and}{\fs21 staff}{\fs21
reduction}{\fs21 and}{\fs21 to}{\fs21 make}{\fs21 the}{\fs21 case}{\fs21 for}
{\fs21 AXA}{\fs21 Way}{\fs21 as }
truly}{\fs21 customer}{\fs21 driven.}{\fs21 Many}{\fs21 black}
{\fs21 belts}{\fs21 were}{\fs21 uncomfortable}{\fs21 with}{\fs21
this }
repositioning}{\fs21 task.}{\fs21 They}{\fs21 didn't}{\fs21 see}{\fs21 change}
{\fs21 management}{\fs21 as}{\fs21 part}{\fs21 of}{\fs21 their}{\fs21 real}
{\fs21 work }
and}{\fs21 they}{\fs21 were}{\fs21 motivated}{\fs21 mainly}{\fs21 by}
{\fs21 the}{\fs21 Six}{\fs21 Sigma}{\fs21 training,}{\fs21 as}{\fs21
well}{\fs21 as}{\fs21 the }
{\fs21 opportunity}{\fs21 to}{\fs21 put}{\fs21 the}{\fs21 methods}{\fs21 to}
{\fs21 use.}{\f10 \fs155 \cf94 or }
{\fs21 As}{\fs21 the}{\fs21 AXA}{\fs21 Way}{\fs21 program}{\fs21
continued}{\fs21 to}{\fs21 grow,}{\fs21 and}{\fs21 the}{\fs21 number}
{\fs21 of}{\fs21 black}{\fs21 belts }
increased,}{\fs21 the}{\fs21 need}{\fs21 emerged}{\fs21 for}{\fs21
master}{\fs21 black}{\fs21 belts}{\fs21 to}{\fs21 lead}{\fs21 major}
{\fs21 AXA}{\fs21 Way }\par
}
projects supported by a team of black belts who would in turn work with the line
managers and the process owners involved in the projects. Henri de
Castries
decided to personally take part in the certification ceremonies for
master black
\par}{\phpg\posx2229\pvpg\posy6854\absw8484\absh3437 \sl-235 \f20 \fs21 \cf0 belts
which had a powerful symbolic impact.
The green belt layer was also introduced to allow some staffing
flexibility on
Way projects. Green belts were not working on AXA Way projects full-
\par}{\phpg\posx2229\pvpg\posy6854\absw8484\absh3437 \sl-235 \f20 \fs21 \cf0 time,
as black belts and master black belts were - they were to
spend
approximately 25% of their time on process management tasks for AXA Way
projects while maintaining their current responsibilities for the remainder of
their
\par}{\phpg\posx2229\pvpg\posy6854\absw8484\absh3437 \sl-235 \f20 \fs21 \cf0 time.
What many senior managers appreciated in the green belts was the lighter
\par}{\phpg\posx2229\pvpg\posy6854\absw8484\absh3437 \sl-235 \f20 \fs21 \cf0 Six

Sigma processes that they used and the quick fixes they offered.
{\b Beyond}{\b the}{\b Low-Hanging}{\b Fruits }
Some two years from the launch of the program, it was time for AXA
Way to \par
}
Cop \par
}
move to Phase 2 and to shift the focus from DMAIC to DMO projects.
DMO,
\par}{\phpg\posx2229\pvpg\posy10695\absw8375\absh2274 \sl-235 \f20 \fs21 \cf0 AXA's
process management tool, required a stronger understanding and
facilitation of processes as a flow of work providing value to
customers. This
\par}{\phpg\posx2229\pvpg\posy10695\absw8375\absh2274 \sl-235 \f20 \fs21 \cf0 meant
anchoring the AXA Way approach as a major and integral part of running
whole business. Under this evolutionary phase, learning and development
inevitably be slower than under Phase 1. Fort cautioned:
\par}{\phpg\posx2229\pvpg\posy10695\absw8375\absh2274 \sl-215 \par\f20 \fs21
\cf0 \fi278 {\fs17 No}{\fs17 low-hanging}{\fs17 fruit}{\fs17 on}{\fs17 this}
{\fs17 side}{\fs17 of}{\fs17 the}{\fs17 fence! }
All of the entities had entered and completed Phase 1 rather
successfully.
However, most of them were cautious about moving to Phase 2. Martin
Hem, \par
}
\cf94 Not \par
}
{\phpg\posx2229\pvpg\posy13243\absw7653\absh819 \f20 \fs21 \cf0 \f20 \fs21 \cf0 CEO
of a mid-sized entity, recalled:
\fi278 {\fs17 Staying}{\fs17 longer}{\fs17 in}{\fs17 Phase}{\fs17 1}{\fs17
offered}{\fs17 more}{\fs17 comfort}{\fs17 to}{\fs17 my}{\fs17 executive}{\fs17
committee.}{\fs17 We}{\fs17 did}{\fs17 not}{\fs17 feel }
{\fs17 all}{\fs17 that}{\fs17 secure}{\fs17 about}{\fs17 our}{\fs17 IT}{\fs17
infrastructure}{\fs17 and}{\fs17 the}{\fs17 adequacy}{\fs17 of}{\fs17 our}
{\fs17 local}{\fs17 AXA}{\fs17 Way}{\fs17 team. }\par
}
617.783.7860. \par
}
\cf94 Do \par
}
y \par
}
ffd8ffe000104a46494600010100000100010000ffdb004300010101010101010101010101010101010
10101010101010101010101010101010101010101010101010101010101010101010101010101010101
010101010101ffdb0043010101010101010101010101010101010101010101010101010101010101010
1010101010101010101010101010101010101010101010101010101010101010101ffc0001108031802
6403012200021101031101ffc4001f00000105010101010101000000000000000001020304050607080
90a0bffc400b5100002010303020403050504040000017d010203000411051221314106135161072271
14328191a1082342b1c11552d1f02433627282090a161718191a25262728292a3435363738393a43444
5464748494a535455565758595a636465666768696a737475767778797a838485868788898a92939495
0102030405060708090a0bffc400b511000201020404030407050404000102770001020311040521310
61241510761711322328108144291a1b1c109233352f0156272d10a162434e125f11718191a26272829
2a35363738393a434445464748494a535455565758595a636465666768696a737475767778797a82838
a2800a28a2800a28a2800a28a2800a28a2800a2
8a2800a28a2800a28a2800a28a2800a28a2800a
800a28a2800a28a2800a28a2803fffd9
- 8 - \par
}
4-0310 \par
}
{\phpg\posx2229\pvpg\posy1640\absw8403\absh2520 \f20 \fs21 \cf0 \f20 \fs21 \cf0 By
the end of 2004, Phase 2 was piloted within six entities. All of them
considered their recent addition of DMO to DMAIC to have been a quantum leap.
Business process management consisted of mapping out end to end processes and
ensuring a continuous improvement of performance through measurement. Some
entities ran up against the limits of their existing IT infrastructures while
trying to
\par}{\phpg\posx2229\pvpg\posy1640\absw8403\absh2520 \sl-235 \f20 \fs21 \cf0 roll-
out DMO.
\par}{\phpg\posx2229\pvpg\posy1640\absw8403\absh2520 \sl-235 \par\f20 \fs21 \cf0 By
May 2005, AXA Way had been implemented in the majority of AXA entities
90% of Group revenue was generated by entities involved in some way with
Way. About 400 projects had been completed and a further 400 were
underway. The number of black belts was up to 330 (or 0.4% of global workforce)
more than 6,000 employees had received some AXA Way training. AXA \par
}
\fs156 \cf94 ost
P \par
}
{\phpg\posx2229\pvpg\posy4462\absw8473\absh1885 \f20 \fs21 \cf0 \f20 \fs21 \cf0 Way
Project Net Income (AWPNI) was also increasing. Since the launch in 2002,
{\f63 \u8364\'3f}125 million had been saved as a result of AXA Way and a further
{\f63 \u8364\'3f}160 million
be delivered in 2005. While the validity of AWPNI was a constant source
debate, the Customer Scope survey showed that customer satisfaction was
up
\par}{\phpg\posx2229\pvpg\posy4462\absw8473\absh1885 \sl-235 \f20 \fs21 \cf0 from
68% in the first half of 2004 to 76% by the end of 2005. With
customer
satisfaction visibly increasing, AXA Way could broaden focus to what it
would
\par}{\phpg\posx2229\pvpg\posy4462\absw8473\absh1885 \sl-235 \f20 \fs21 \cf0 take
to delight customers and not merely satisfy them. Real examples from
completed projects were also being shared within AXA. Stories such as
the
following were widely communicated. \par
}
or \par
}
{\ul E}{\ul x}{\ul a}{\ul m}{\ul p}{\ul l}{\ul e}{\ul }{\ul 1}{\ul :}{\ul }{\ul
A}{\ul X}{\ul A}{\ul }{\ul G}{\ul e}{\ul r}{\ul m}{\ul a}{\ul n}{\ul }{\ul H}{\ul
e}{\ul a}{\ul l}{\ul t}{\ul h}{\ul }{\ul D}{\ul i}{\ul v}{\ul i}{\ul s}{\ul i}{\ul
o}{\ul n}
The head of Sales & Marketing sponsored a project to increase quality of service.
Service was internally believed to be AXA's best differentiator. The
project
objective was to increase service quality in a way that would be noticed by, and
\par}{\phpg\posx2229\pvpg\posy6814\absw8481\absh3367 \sl-235 \f20 \fs21 \cf0 useful
to, the customer, for some 40 key processes.
One main outcome was the service guarantee of "all applications processed in 24
hours," launched in parallel with a new health insurance product.
Marketing
efforts included a mail-shot to 6,000 customers, trade advertising and
dedicated
\par}{\phpg\posx2229\pvpg\posy6814\absw8481\absh3367 \sl-1561 \f20 \fs21 \cf0 road
shows.{\f10 \fs156 \cf94 Cop }
Customers saw the service guarantee as a key differentiator. By mid-year,
the
\par}{\phpg\posx2229\pvpg\posy6814\absw8481\absh3367 \sl-235 \f20 \fs21 \cf0 number
of new applications per month had doubled.
F}{\ul r}{\ul e}{\ul n}{\ul c}{\ul h}{\ul }{\ul B}{\ul r}{\ul o}{\ul k}{\ul e}{\ul
r}{\ul s} \par
}
Insurance brokers in France expressed high expectations in terms of
quality of
service. They wanted to see business proposals and underwriting contracts
for
commercial clients drawn up more quickly.
After an AXA Way process reengineering, AXA France was able to keep its

promise to brokers and clients that the entire underwriting process would
be
completed within three business days.
Broker satisfaction increased 17 points and new business went up by 14%. \par
}
\cf94 Not \par
}
A}{\ul X}{\ul A}{\ul }{\ul P}{\ul P}{\ul P}{\ul }{\ul H}{\ul e}{\ul a}{\ul l}{\ul
t}{\ul h}{\ul c}{\ul a}{\ul r}{\ul e}{\ul ,}{\ul }{\ul U}{\ul K}
AXA PPP Healthcare was having problems attracting private medical
insurance
customers. The existing process involved an initial contact with the
prospective \par
}
617.783.7860. \par
}
\cf94 Do \par
}
y \par
}
ffd8ffe000104a46494600010100000100010000ffdb004300010101010101010101010101010101010
10101010101010101010101010101010101010101010101010101010101010101010101010101010101
010101010101ffdb0043010101010101010101010101010101010101010101010101010101010101010
1010101010101010101010101010101010101010101010101010101010101010101ffc0001108031802
6403012200021101031101ffc4001f00000105010101010101000000000000000001020304050607080
90a0bffc400b5100002010303020403050504040000017d010203000411051221314106135161072271
14328191a1082342b1c11552d1f02433627282090a161718191a25262728292a3435363738393a43444
5464748494a535455565758595a636465666768696a737475767778797a838485868788898a92939495
0102030405060708090a0bffc400b511000201020404030407050404000102770001020311040521310
61241510761711322328108144291a1b1c109233352f0156272d10a162434e125f11718191a26272829
2a35363738393a434445464748494a535455565758595a636465666768696a737475767778797a82838
a2800a28a2800a28a2800a28a2800a28a2800a2
8a2800a28a2800a28a2800a28a2800a28a2800a
800a28a2800a28a2800a28a2803fffd9
- 9 - \par
}
4-0310 \par
}
client, data gathering, risk acceptance and, finally, the customer would be sent a
welcome pack and insurance policy proposal that had to be signed and returned.
\par}{\phpg\posx2229\pvpg\posy1640\absw8387\absh1462 \sl-235 \f20 \fs21 \cf0 The
complete cycle took about 40 days.
Through this AXA Way project, the process was significantly simplified
and
paperless technology was introduced where possible. The process was
shortened
\par}{\phpg\posx2229\pvpg\posy1640\absw8387\absh1462 \sl-235 \f20 \fs21 \cf0 by 25%
and sales went up 30%. \par
}
\fs154 \cf94 ost
P \par
}
\cf0 Looking Forward: Ambition 2012
{\b0 On}{\b0 May}{\b0 25,}{\b0 2005,}{\b0 having}{\b0 gathered}{\b0
his}{\b0 top}{\b0 management}{\b0 teams}{\b0 on}{\b0 the}{\b0 banks}
{\b0 of }
{\b0 Lake}{\b0 Maggiore,}{\b0 near}{\b0 Milan,}{\b0 Henri}{\b0 de}{\b0
Castries}{\b0 launched}{\b0 the}{\b0 2005}{\b0 corporate }
{\b0 meeting}{\b0 by}{\b0 sharing}{\b0 a}{\b0 new}{\b0 plan}{\b0 with}{\b0
them: }
\fi278 {\b0 \fs17 The}{\b0 \fs17 time}{\b0 \fs17 has}{\b0 \fs17 come}{\b0
\fs17 to}{\b0 \fs17 aim}{\b0 \fs17 at}{\b0 \fs17 a}{\b0 \fs17 new}{\b0
\fs17 frontier:}{\b0 \fs17 Ambition}{\b0 \fs17 2012.}{\b0 \fs17 Today,}{\b0
\fs17 we}{\b0 \fs17 are}{\b0 \fs17 setting}{\b0 \fs17 a}{\b0 \fs17 bold }
\fi278 {\b0 \fs17 ambition}{\b0 \fs17 for}{\b0 \fs17 ourselves:}{\b0 \fs17 that}
{\b0 \fs17 of}{\b0 \fs17 making}{\b0 \fs17 AXA}{\b0 \fs17 the}{\b0 \fs17
preferred}{\b0 \fs17 company}{\b0 \fs17 in}{\b0 \fs17 financial}{\b0 \fs17
protection. }
\fi278 {\b0 \fs17 For}{\b0 \fs17 our}{\b0 \fs17 customers,}{\b0 \fs17 what}
{\b0 \fs17 matters}{\b0 \fs17 is}{\b0 \fs17 the}{\b0 \fs17 quality}{\b0
\fs17 of}{\b0 \fs17 the}{\b0 \fs17 relationship}{\b0 \fs17 and}{\b0 \fs17
this}{\b0 \fs17 boils}{\b0 \fs17 down}{\b0 \fs17 to }
\fi278 {\b0 \fs17 three}{\b0 \fs17 things:}{\b0 \fs17 Giving}{\b0 \fs17 sound}
{\b0 \fs17 advice,}{\b0 \fs17 having}{\b0 \fs17 a}{\b0 \fs17 solution}{\b0
\fs17 and}{\b0 \fs17 being}{\b0 \fs17 able}{\b0 \fs17 to}{\b0 \fs17 manage}
{\b0 \fs17 that}{\b0 \fs17 solution. }
{\b0 Differentiation}{\b0 was}{\b0 described}{\b0 by}{\b0 de}{\b0
Castries}{\b0 as}{\b0 the}{\b0 means}{\b0 by}{\b0 which}{\b0 Ambition }
{\b0 2012}{\b0 would}{\b0 be}{\b0 achieved.}{\b0 Brunet}{\b0 knew}
{\b0 that}{\b0 AXA}{\b0 Way}{\b0 would,}{\b0 by}{\b0 making }\par
}
or \par
}
processes more efficient and predictable, be a major asset for reaching the quality

service necessary to achieve Ambition 2012. He also knew that a fair amount of
explanation and communication would be needed about how AXA Way could
\par}{\phpg\posx2229\pvpg\posy6814\absw8780\absh3367 \sl-235 \f20 \fs21 \cf0 help
the entities deliver differentiation through quality of service.
Although there were many success stories being shared, there were also
many
Way projects that were still not directly linked either to
customer
satisfaction or to genuine business priorities. Furthermore, business
initiatives
\par}{\phpg\posx2229\pvpg\posy6814\absw8780\absh3367 \sl-235 \f20 \fs21 \cf0 driven
by Group IT, Group Procurement and Group Customer Care rarely
incorporated AXA Way from the outset.
\par}{\phpg\posx2229\pvpg\posy6814\absw8780\absh3367 \sl-235 \par\f20 \fs21 \cf0 A
major change was underway in the governance of the program. Each
entity's
Way Leader had been originally reporting directly to his local CEO, on the
\par}{\phpg\posx2229\pvpg\posy6814\absw8780\absh3367 \sl-235 \f20 \fs21 \cf0 one
hand, and reporting functionally to the Central Team, on the other. This
\par}{\phpg\posx2229\pvpg\posy6814\absw8780\absh3367 \sl-235 \f20 \fs21 \cf0 worked

well in Phase 1. However, AXA Way became perceived as more
"methodology centric" than "strategy centric." Brunet was clear: "This
must be \par
}
Cop \par
}
corrected." At the time the corporate meeting was held, each large AXA
entity
\par}{\phpg\posx2229\pvpg\posy10577\absw8451\absh2309 \sl-235 \f20 \fs21 \cf0 had
recently designated a Chief AXA Way Officer, typically its Chief Information
Officer or Chief Operating Officer. The goal was to consolidate buy-in
within
\par}{\phpg\posx2229\pvpg\posy10577\absw8451\absh2309 \sl-235 \f20 \fs21 \cf0 each
executive committee and to address the operational requirements of Phase 2
Phase 3. The AXA Way Leader in each entity would report to that
entity's
\par}{\phpg\posx2229\pvpg\posy10577\absw8451\absh2309 \sl-235 \f20 \fs21 \cf0 Chief
AXA Way Officer, moving him or her closer to business decisions and
having greater influence. This new structure was already demonstrating its worth.
There was still a need to clarify the positioning of a major
protagonist - the
process owner. Business process management implied the designation of process
owners who cut across organization silos. In some entities, this was not an
issue. \par
}
\cf94 Not \par
}
{\phpg\posx2229\pvpg\posy13164\absw8480\absh827 \f20 \fs21 \cf0 \f20 \fs21 \cf0 In
others, most noticeably in Continental Europe where many entities had
silo-
\par}{\phpg\posx2229\pvpg\posy13164\absw8480\absh827 \sl-235 \f20 \fs21 \cf0 based
organizations, the matrix management inherent to the process owner role
generated strong resistance from line managers. Additionally, the appropriation by
business users of the projects' deliverables was uneven. This confirmed
the \par
}
617.783.7860. \par
}
\cf94 Do \par
}
y \par
}
ffd8ffe000104a46494600010100000100010000ffdb004300010101010101010101010101010101010
10101010101010101010101010101010101010101010101010101010101010101010101010101010101
010101010101ffdb0043010101010101010101010101010101010101010101010101010101010101010
1010101010101010101010101010101010101010101010101010101010101010101ffc0001108031802
6403012200021101031101ffc4001f00000105010101010101000000000000000001020304050607080
90a0bffc400b5100002010303020403050504040000017d010203000411051221314106135161072271
14328191a1082342b1c11552d1f02433627282090a161718191a25262728292a3435363738393a43444
5464748494a535455565758595a636465666768696a737475767778797a838485868788898a92939495
0102030405060708090a0bffc400b511000201020404030407050404000102770001020311040521310
61241510761711322328108144291a1b1c109233352f0156272d10a162434e125f11718191a26272829
2a35363738393a434445464748494a535455565758595a636465666768696a737475767778797a82838
a2800a28a2800a28a2800a28a2800a28a2800a2
8a2800a28a2800a28a2800a28a2800a28a2800a
800a28a2800a28a2800a28a2803fffd9
- 10 - \par
}
4-0310 \par
}
need for additional change management efforts. A member of the AXA Way
Strategic Committee noted that:
\fi278 {\fs17 Raising}{\fs17 the}{\fs17 awareness}{\fs17 is}{\fs17
probably}{\fs17 not}{\fs17 sufficient;}{\fs17 changing}{\fs17 the}{\fs17
working}{\fs17 conditions}{\fs17 and }
{\fs17 relations}{\fs17 within}{\fs17 teams}{\fs17 might}{\fs17 also}{\fs17
be}{\fs17 necessary. }
The process owner training piloted by the Central Team was already
addressing
\par}{\phpg\posx2229\pvpg\posy1640\absw8476\absh2520 \sl-235 \f20 \fs21 \cf0 some
of these issues; but to change the culture to focus on customer service and
process thinking would require more than retraining.
Some features of the AXA Way program - including the selection and monitoring
projects - needed to undergo a repositioning both centrally and locally to make
\par
}
\fs155 \cf94 ost
P \par
}
{\phpg\posx2229\pvpg\posy4462\absw2921\absh192 \f20 \fs21 \cf0 \f20 \fs21 \cf0 it
more critical strategically. \par
}
\cf0 Facing the Differentiation Challenge
{\b0 These}{\b0 were}{\b0 some}{\b0 of}{\b0 the}{\b0 thoughts}{\b0 on}{\b0
Fort's}{\b0 mind}{\b0 as}{\b0 he}{\b0 got}{\b0 ready}{\b0 for}{\b0 the}{\b0
meeting }
{\b0 he}{\b0 would}{\b0 have}{\b0 on}{\b0 the}{\b0 next}{\b0 day}{\b0 with}
{\b0 Brunet}{\b0 and}{\b0 the}{\b0 Chief}{\b0 AXA}{\b0 Way}{\b0 Officers}
{\b0 of }
{\b0 the}{\b0 main}{\b0 entities}{\b0 of}{\b0 the}{\b0 Group.}{\b0 The}
{\b0 key}{\b0 debate,}{\b0 he}{\b0 was}{\b0 sure,}{\b0 would}{\b0 be}
{\b0 over}{\b0 his }
{\b0 proposal}{\b0 to}{\b0 spread}{\b0 out}{\b0 phases}{\b0 2}{\b0 and}
{\b0 3}{\b0 while}{\b0 improving}{\b0 the}{\b0 alignment}{\b0 between }
{\b0 AXA}{\b0 Way}{\b0 and}{\b0 Ambition}{\b0 2012.}{\b0 \f10 \fs155 \cf94 y
}
{\b0 Fort}{\b0 was}{\b0 going}{\b0 to}{\b0 argue}{\b0 that}{\b0 more}{\b0
transparency}{\b0 and}{\b0 adequacy}{\b0 in}{\b0 measuring}{\b0 AXA }
{\b0 Way's}{\b0 quantitative}{\b0 impact}{\b0 were}{\b0 needed.}{\b0 Many}{\b0
managers,}{\b0 who}{\b0 did}{\b0 not}{\b0 perceive}{\b0 it }
{\b0 to}{\b0 be}{\b0 "real}{\b0 money,"}{\b0 were}{\b0 uneasy}{\b0 about}{\b0
AWPNI}{\b0 figures.}{\b0 The}{\b0 Central}{\b0 Team}{\b0 had}{\b0 its }
{\b0 own}{\b0 reasons}{\b0 for}{\b0 disliking}{\b0 AWPNI}{\b0 -}{\b0 the}{\b0
impact}{\b0 of}{\b0 a}{\b0 project}{\b0 was}{\b0 generally}{\b0 larger }\par
}
than the mere short-term returns captured by AWPNI. Streamlining processes

improved medium term productivity; although AWPNI made sense for projects
restricted to limited parts of a process, it made less sense for bigger projects
that
\par}{\phpg\posx2229\pvpg\posy7990\absw8548\absh2309 \sl-235 \f20 \fs21 \cf0 were
being deployed in Phase 2. The impact of AXA Way on financial indicators
difficult to track - reconciliation with P&L was an issue. Also, figures were
insufficiently connected to quality of service and customer's satisfaction.
There
\par}{\phpg\posx2229\pvpg\posy7990\absw8548\absh2309 \sl-235 \f20 \fs21 \cf0 was no
easy answer to the measurement question.
\par}{\phpg\posx2229\pvpg\posy7990\absw8548\absh2309 \sl-235 \par\f20 \fs21 \cf0 A
more personal consideration for Fort: His Central Team was facing growing
resource challenges. Thirteen members strong in December 2005, the team
had
\par}{\phpg\posx2229\pvpg\posy7990\absw8548\absh2309 \sl-235 \f20 \fs21 \cf0 grown
very little within the program's fast and massive ramp-up. In fact,
an \par
}
Cop \par
}
increasing number of tasks were planned but not fully staffed. Fort believed that
it
time to rotate some Central Team senior members back into the businesses to
spread their methodological mastery. This would bring experienced staff from the
entities into the Central Team, providing it greater business experience and clout.

Fort knew he would be asking for a lot but believed that much was required for
to truly achieve the culture change that AXA Way promised. \par
}
\cf94 Not \par
}
617.783.7860. \par
}
or \par
}
\cf94 Do \par
}
}

Case Axa Way

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