Frank Health Insurance Google Voice Assistant

Frank Health Insurance has launched Australia’s first voice app via WPP AU NZ whiteGREY, for the Private Health Industry (PHI) category, built for the Google Assistant.

The ‘frank insurance’ app provides easy answers to the complicated PHI questions that plague the industry. 

To get access, users simply ask any google assistant to ‘speak to frank insurance’.  The app has been developed as an extension of frank’s ‘easy as frank’ brand platform.

frank_wG voice App Image 2.jpg

OK Google ‘Speak to Frank Insurance’

whiteGREY head of technology Juan Garcia said the voice app is designed for members and non-members alike, as both a customer utility and demonstration of frank’s brand ethos.

Says Garcia: “With the cross-channel voice era now well and truly here, service categories like private health insurance are looking for innovative ways to keep up with public expectations of simplicity and convenience.

“frank found themselves uniquely suited to lead the PHI industry into voice technology, not only because of the brand’s role as a digital insurer but because of a mission to set the standard in ease. With imminent changes to the category in the near future, an app for consumers to easily get the right answers was a great opportunity to set the brand apart.  We knew immediately what was needed and what would make it unnecessarily complicated.”

Says Diane Pavlicevic, who holds duals roles as the head of frank Health Insurance as well as marketing head of parent company GMHBA: “As a digital health insurer that lives to simplify a complicated category, building Australia’s first health insurance voice app was a natural decision. Not only is it a clear demonstration of the ‘easy as’ proposition that defines frank so well, it sets up the brand to continue innovating into the future.”

The frank insurance voice app will be promoted through a media partnership with Spotify and accompanied by an awareness campaign encouraging consumers to not direct their PHI questions to the wrong people. This will run purely on digital channels (display and social).

Joining WPP as Executive Director, Marketing Technology.

WPP

I’m excited to announce that WPP has appointed me into a newly created role of Executive Director, Marketing Technology Australia, and New Zealand. I start today located at 1 Kent Street, Miller Point in Sydney.

WPP AUNZ is the leading marketing communications services group in Australia and New Zealand. No other group comes close to our scale and breadth of capability comprising 5,500 people working across over 80 companies in over 170 offices.

WPP starts 2019 following twelve months of unprecedented growth and client investment in technology services, and my new role aims to provide a valuable resource for all WPP AUNZ Group agencies to access best in breed technology and programme delivery capability.

I am excited to be joining at a time of new WPP vision to be a creative transformation company, bringing together creativity and expertise in technology and data – with the purpose of building better futures for its people and clients.

WPP’s future offer will cover four areas: communications, experience, commerce, and technology.

  • Communications
    Focuses on advertising, content, media, public relations and public affairs, and healthcare.
  • Experience
    Reflects the growing need of clients to create new brand, product and service experiences.
  • Commerce
    Allows WPP to expand its growing omnichannel commerce business and its work with brands to help them succeed in marketplaces such as Alibaba and Amazon.
  • Technology
    Underpins WPP’s work with both CMOs and CIOs to build and operate marketing technology that supports their consumer- and customer-facing activities.

My role is to focus on establishing an interface for all WPP agencies, connecting with global WPP network shared service models, plus evaluating and filling any resource gaps at each of the Group’s agency brands – while leveraging existing capabilities. I look forward to collaborating with many of my colleagues in the expanding MarTech and AdTech industry.

This role is about providing guidance and support to our agencies today while future-proofing our client relationships. It’s about being technically astute and deeply aware of digital, technical, scientific and business model innovations. Connects these to business benefits and human values is essential. As a transformational professional, I also know how much it is about a ‘felt experience’. To be able to bring the worlds best transformation tools, processes and techniques to maximise the benefits and minimise distress.

In other words, evidence-based decisions to understand and apply the role of evidence to all our client work and solutions.

I have been working at the intersection between business strategy, creativity, technology, data, marketing, and digital customer experience for more than twenty-five years, living and working in the United States, China, Australia, New Zealand, and Singapore and it’s always great to be based in Sydney.

I will be calling on my agency side experience working with Omnicom and more recently Dentsu Aegis, and client-side roles with Microsoft, Newscorp and Telstra who have taught me so many life lessons to use straightforward language without lessening complexity.   Able to bring order and simplicity to ambiguity and complexity.

I feel very privileged to return to Australia and join an organization dedicated to creative transformation. I have always been passionate about how brands and businesses combined with technology can create participation with consumers to enhance the customer experience and advance the users purpose.

Connection Oils. The language of touch and smell.

Wellness is one of the world’s largest and fastest-growing industries. Consumer demand for wellness services and products is higher than ever with recent reports indicating the sector is worth $3.4 trillion, making it nearly three times larger than the $1 trillion worldwide pharmaceutical industry.

One component of the industry that seems to touch a number of Wellness sectors is the market for Essential Oils which is expected to touch US$17.36 billion by the start of 2019.
Further, the Essential Oils market is projected to expand at a CAGR of 9.60% between 2019 and 2022 and attain a value of US$27.49 billion by the end of 2022.

Although the future of the Essential Oils market looks thriving, it may face obstacles in its growth trajectory from the high price of essential oils and the confusion of its use among consumers regarding their benefits, however, the increasing demand for essential oil in aromatherapy and various natural remedies are expected to propel this market further.

21st & Dolores my personal business venture is working on a minimum viable product in the Essential Oils market and is now seeking first-round investment.
It’s called Connections Oils and to learn and follow its progress click here.

Project Rejoice from BWM Dentsu Group Australia

Non-profit initiative ‘Project Revoice’ by BWM Dentsu Group Australia for The ALS Association has bagged the Grand Prix for Good at the Cannes Lions International Festival of Creativity.

The ALS Association is a non-profit that provides assistance for people with ALS (Motor Neurone Disease). Their mission is to build hope and enhance quality of life while aggressively searching for a cure.

Within a couple of years of diagnosis, most ALS patients end up paralysed in a wheelchair and forced to communicate via text-to-speech devices, typically through a default ‘computer’ voice.

‘Project Revoice’ introduced a breakthrough in speech technology for people living with ALS (motor neuron disease), enabling those who lose the ability to talk to continue speaking in their own authentic and personal voice.

In the past, people with ALS could use pre-recorded messages to communicate, but the team at BWM Dentsu Group worked with Canadian software partner Lyrebird to create a complete voice clone.

To launch the initiative, Project Revoice has given Pat Quinn, co-founder of the ALS Ice Bucket Challenge, his voice back.

Quinn did not record (or bank) his voice before ALS robbed him of his ability to speak. Using footage from his many Ice Bucket interviews, the team were able to re-build his voice.

It allows Quinn to speak freely and naturally in his own voice, rather than a ‘machine’ voice, when linked to his eye reader assistive technology. The man who gave ALS a voice now has his own voice back.

Some highlights from this work.

Over 900 million earned media reach.
Week one: Over one million organic video views.
By week two: Over 41 million people joined the conversation online.
Over 680 articles globally.
Over 500 patients joined the program in the first month alone.

Disappearing Person Alerts from BWM Dentsu Australia

Every 20 minutes a teenager is reported missing In Australia.

In the search for missing persons, the first 24-hours are the most critical, but traditional alerts are failing to reach the public in time – particularly teenagers.

So, BWM Dentsu created a new social media tool to assist Queensland Police with missing person investigations. Sent through Snapchat, Disappearing Person Alerts instantly notify the public when someone goes missing near them.

Using the native functionality of Snapchat, the alert communicates an informative and emotive message, ‘Help find John Citizen before he disappears.’

Launched in conjunction with the 2017 National Missing Persons Week, Disappearing Person Alerts continue to be used today as a powerful policing tool.

‘Disappearing Person Alerts,’ helped BWM Dentsu Australia earn Agency of the Year honors at the 2018 Asia-Pacific Tambuli Awards held at Shangri-la at The Fort. Dentsu Aegis Network earned the coveted Network of the Year award.

The awards for ‘Disappearing Person Alerts, included In Responsible Citizenship, Humanity & Culture cluster and Gold was earned by the same campaign in Youth Brand, Humanity & Culture cluster; a Silver in Mobile, Media & Digital cluster; another Silver in Social Media, Media & Digital cluster; and a Bronze in Best Brand Idea for Good, Creative cluster.

Australian National University Transformational Management Program

I have joined the Australian Transformational Management Program run by the Australian National Univesity (ANU) developed in conjunction with the Australian Transformation and Turnaround Association (AusTTA).

I was delighted to be invited by the Chair of AusTTA Adam Salzer to attend the program that designed by leading international scholars in the fields of organisational behaviour, change management, and project management to give the group chosen the confidence and skills to stretch yourself beyond your current boundaries as agents for transformational change.

Last month on September 8th fellow participants, faculty members and project sponsors held a launch session at the Allan Barton Forum at ANU to meet each other and whet the appetite discussing megatrends, the role of the projects/case studies and evidence-based management. The dinner that night at Boffins Restaurant in University House was just as rewarding.

 

The ANU Transformational Leadership Program now has a core goal now and a set of resources that ANU’s Research School of Management team can deliver too.

The AusTTA believe leading transformation is a rapidly evolving field. To unlock future opportunities and transform existing organisations, change leaders must be able to contend with a volatile and rapidly changing macroeconomic environment, unprecedented technological disruption, legacy systems and processes as well as my personal favourite resistant organisational cultures.

The Australian Transformation and Turnaround Association, the ANU Transformational Leadership Program has been built around the ANU’s unique evidence-based approach to management capability development.

The aim is to ensure that participants have the skills and knowledge to solve today’s change problems, and the capabilities to collect and synthesize the best available evidence to respond to future transformational challenges.

By the end of this program, the participants will receive new thinking, skills to:

  • Provide pragmatic, evidence-based Board-level advice to maximise the benefits and minimise the distress associated with fundamental transformations;
  • Design and lead complex transformations using cutting-edge theory, tools, and models to effect change in complex organisations;
  • Effect culture change in support of transformation and sustainable agility; and
  • Establish efficient governance structures and controls in favour of change initiatives.

I’m looking forward to the contribution I can make over the coming year.

So what does a Chief Digital Officer actually do?

CDOimage

 

A Chief Digital Officer (CDO) discussion comes up with me from time to time.

Everyone has an opinion on what the role is, and what functions and reports it would operate in. My April’s 2016 blog post is my opinion on the subject and how the role stands with me today.

The CDO role and it’s associated KPI’s depend greatly on what business vertical and industry the CDO is being invited to operate in.

A CDO can been appointed to an industry with a ‘short fuse, big bang disruption’ like the finance, retail trade, arts and recreation, professional services and media and telecommunications where my experience of CDO work has focussed.

Or sometimes a CDO find themselves operating in a vertical grouped in where a ‘longer fuse, big bang’ digital disruption is occurring and cost efficiency tend to be the transformation drivers. Industries such as education, health, transport, post, agriculture and utilities sectors.

While all industries are being disrupted because of the Internet, the CDO must have the experience in how to drive the amount of velocity to apply to the transformation assignment so revenues grow rather than become restricted because the disruption has taken a front seat . This velocity decision impacts how assignments are led in many cases.

The powerful breakthroughs in computing and telecommunications has seen the introduction of always on broadband, mobile and e-commerce systems, resulting in a real-time buy and sell channels that are seeking customer experiences. The understanding of how this works results in many new and exciting ways to engage with customers on a global scale to grow business and/or organisations.

Digital transformation goal at an organisation board level will always look for programs that increase automation and gather and analyse unprecedented amounts of data so they can stay relevant in a competitive global market.

While cost efficiencies are important strategies the board also must seek a CDO leader that can also deliver customer market growth programs.

This combination means there are a vast array of capabilities and skills required to stitch together a large scale audience led digital transformation.

The CDO candidate therefore must be from clear customer centric up bringing.

Ideally spent their entry career creating compelling stories across many different types of media channels, and were brought up on a number of design thinking approaches that were then fused to screen customer first thinking tracked to agreed business models, defined audiences and financial plans.

They must be an individual who has passion for the arts blended with a scientific method mindset to use the tools of the day, but also be innovative to always be looking ahead to find an edge.

The CDO role is to visualise and communicate well crafted ‘real time’ innovation programs, that sometimes start a life launched from innovation labs.

They also need their developed programs need to bring innovation concepts that combine business model and execution plans ready for board review and sign off.

For a CDO to exist and thrive, their concepts while needing to be story told, must always be mindful, and have an understanding their stories impact others. Their clients staff, their friends and their customers.

The CDO appointee will most likely come from an understanding on what drives culture as well as opportunity.

Culture always trumps strategy so the CDO has to be collaborative at all times seeking out digital artisans and change agents from both the client, the agency/service provider and the customer.

To bring to market a digital transformation program the CDO must foster a partner ecosystem for co-innovation and co-creation.

The team that is created for the assignment must also give the project leads and middle managers latitude to fail fast so they can learn even more quickly.

So that in more than summary form outlines what Chief Digitial Office does.

Finally my experience also tends to have the strong opinion the CDO alway seek council from the CEO when on assignment.

Ideally if a CDO and CEO can jointly develop and embrace the digital transformation vision, and work together to communicate that digital vision, the more success can be had.