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A5:大都会人寿转型:传统业务连续性到运营弹性.pdf

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1、Evolving from Traditional Business Continuity To Operational Resilience:MetLife Inc.Evolving from Traditional Business Continuity To Operational Resilience:MetLife Inc.May 6-8,2024|Charlotte,NCDeji Aina,MetLifeMargaret Sarda,MetLifeGrace Burley,Witt OBriensAgenda Introductions Transformation Instiga

2、tor:COVID 19 Destination Overview:Strategic View of Transformation Result Transformation Journey Walk Through Lessons Learned Q&ASetting the Stage:March 20207 Confirmed Cased in NYC Governor Cuomo Declares State of EmergencySaturday,March 7National Guard deployed to New RochelleNYC close all schools

3、Thursday,March 12Health-care worker becomes first public case in NYC.Sunday,March 1WHO declares pandemicNBA suspends season53 confirmed NYC casesWednesday,March 11President Trump declares national state of emergencyFriday,March 134Overview of MetLife Inc.Overview of MetLife Inc.#1 in Life insurance

4、in the US#1 in Life insurance in the US156 years of experience with strong presence in more than 40 markets globally156 years of experience with strong presence in more than 40 markets globallyOfferings include Life,Dental,Short-Term,Vision,and Accident and Health,Annuities etc.Offerings include Lif

5、e,Dental,Short-Term,Vision,and Accident and Health,Annuities etc.+45k global workforce+45k global workforce$67B revenue in 2023$67B revenue in 2023Highly regulated industry:NYDFS,CBI,etc.Highly regulated industry:NYDFS,CBI,etc.5Emergency Response(ER:Processes and capabilities related to the immediat

6、e response typically focused on life safety,physical,or environmental concernsCrisis Management(CM)Executive-level command and control,decision-making and communications Technology Resilience(TR)Infrastructure and procedures required to establish and restore technology and data capabilities in line

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本文主要介绍了MetLife Inc.从传统的业务连续性(BC)向运营韧性(OR)转变的过程。文章指出,COVID-19是大转型的触发因素。MetLife Inc.作为美国最大的寿险公司之一,拥有156年的历史和全球45,000名员工,年收入670亿美元,面临高度监管。在2020年3月的疫情初期,公司迅速应对,关闭学校,部署国民警卫队,并首次在纽约确认了公共卫生工作者病例。 文章详细阐述了从传统BC到OR的转变,包括:治理与责任、端到端集成、数据自动化与报告、人才与能力、以及纪律严明的执行。转变过程中,MetLife定义了OR框架,与最佳实践对标,确定了四个重点领域,并设计了初步的转型路线图。在Q3至Q4 '21期间,公司优化了业务流程,提升了人才技能,并部署了现代工具,执行了12个工作流程,实现了150多个关键里程碑。 核心数据包括:完成了1,500多个业务连续性计划(BCP),3,000多名BCP利益相关者参与,以及200多名高级副总裁级别人士参与领导审批。董事会签字批准,实现了100%的灾难恢复国际协会(DRII)认证专业人士,以及600多名BC协调员在250多场会议中接受培训。 关键点包括:转变是一个长期的文化变革过程,需要持续的努力和跨部门的合作伙伴关系;有效的沟通和领导层参与至关重要;利用实时事件学习和提高恢复能力;以及适应不断变化的监管和行业标准。
"MetLife如何应对COVID-19带来的挑战?" "从传统业务连续性到运营韧性,MetLife经历了哪些变革?" "MetLife在提升业务韧性方面取得了哪些关键成果?"
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