ANZ — Account Plan & Value-Chain Analysis
Account Plan · Technology / IT value chain. A worked account plan against a live enterprise target — value-chain analysis, a filled value map, budget-owner profiles, and one executable sales play.
Prepared by Davis Tui. Source base — ANZ Group Holdings 1H26 results pack (results announcement, media release, investor presentation & earnings-call transcript, released 1 May 2026) + public technology reporting. As at June 2026.
The thesis in one line: ANZ has de-risked its balance sheet and slashed its delivery capacity in the same year it committed to its most ambitious platform consolidation ever. Every technology challenge here flows from that tension.
| ANZ 1H26 scale | |
|---|---|
| Cash profit (HoH) | $3.78bn (+14%) |
| RoTE | 11.6% |
| Cost-to-income | 49.4% |
| CET1 | 12.39% |
| Deposits | $771bn |
| Net loans | $822bn |
00 · Where it sits — two layers, end to end
A worked application of the methodology against a live target, not a generic profile. It demonstrates two layers of the approach in full.
- Layer 1 — Commercial Foundation · Map where the buyer creates value. Value-chain analysis, process mapping, and economic-buyer profiling against ANZ. The Value Map is simply the one-page artifact that operationalises it — its six components (Objectives → Strategies → Initiatives → Challenges → Capabilities → Proof) are the same logic as map the product to where the buyer creates value, then earn the right to talk capability.
- Layer 2 — GTM & Sales Strategy · Decide where to hunt, then build the play. A prioritised read of where to hunt inside the account — ranked by trigger strength, budget certainty and hard deadlines — and one fully-built, trigger-led sales play ready to run.
Why frame the value chain around technology delivery — ANZ’s entire ANZ 2030 strategy is a technology-and-operating-model transformation in disguise: single customer front-end, core re-platforming, Suncorp data migration, agentic AI, vendor rationalisation. Framing the value chain around the technology delivery stack is where the funded initiatives, the burning platforms, and the budget owners actually live.
On Capabilities & Proof — deliberately vendor-agnostic. Those two rows describe “the type of partner capability this challenge demands,” not a pitch for a specific product. The point of this artifact is the commercial-foundation and prospecting muscle — the research, the synthesis, the buyer logic. Capability and proof get specific the moment a real product is plugged in.
01 · Account snapshot
Value Map: Account Information.
| Field | Detail |
|---|---|
| Account | ANZ Group Holdings Limited (ASX: ANZ) — Australia’s most international bank. |
| Divisions | Australia Retail (6.5m customers), Business & Private Bank (580k), Suncorp Bank (1.26m, integrating), New Zealand (2.7m), Institutional (relationship-led, ~72% of markets income offshore). |
| Scale (1H26) | Cash profit $3.78bn (+14% HoH ex-significant items); RoTE 11.6%; CET1 12.39%; cost-to-income 49.4%; deposits $771bn; net loans $822bn. |
| The moment | ~1 year into CEO Nuno Matos; CFO Farhan Faruqui; new ExCo + corporate values; 6 months into Phase 1 (FY26–27) of the ANZ 2030 strategy. |
| Competitors | CBA, Westpac, NAB (the other three majors); Macquarie (digital/retail attack); neobanks & fintechs on UX; global tech/SI/SaaS vendors for the build. |
| Why now — trigger | New CEO + freshly-reset strategy + a hard productivity mandate = the rare window where budgets, accountabilities, and appetite for change are all open and being re-allocated. |
02 · The ANZ technology / IT value chain
The bank’s technology estate, mapped as a value chain — each layer shows current state, the ANZ 2030 initiative touching it, and where the budget sits. This is the spine the rest of the plan hangs off.
01 · Channels & customer front-end
App, web, branch, call centre, ATM — ANZ Plus running alongside legacy platforms.
- Current state: Fragmented — ANZ Plus (new, cloud-native) running alongside legacy retail/business platforms; call-centre & ATM mid-modernisation; branch refresh underway.
- Active initiative: Single customer front-end — all Retail & Small Business by Sept 2027 (13% done, 45% target by FY26 end).
- Budget owner: Group Exec Australia Retail; Group Exec Technology.
02 · Origination & onboarding
Home-loan assessment improved 0.36→0.85× system; migrant & mass-affluent propositions.
- Current state: Home-loan assessment improved (0.36→0.85× system through the half); migrant/mass-affluent propositions; NZ pre-arrival account opening.
- Active initiative: “Strengthened proprietary origination,” differentiated propositions.
- Budget owner: Divisional COOs; Retail product.
03 · Core banking & product engines
ANZ Plus on a cloud-native, API-first core; NZ re-platforming; legacy cores still live.
- Current state: ANZ Plus on a cloud-native, API-first core (ANZx); NZ re-platforming onto a modern banking platform (customer data records migrated in 1H26); legacy cores still live elsewhere.
- Active initiative: NZ re-platforming; ANZx build-out; product/pricing modernisation.
- Budget owner: Group Exec Technology; NZ CEO.
04 · Payments & transaction banking
Transactive Global; operational deposits +8%; moving to full merchant-acquiring ownership.
- Current state: Institutional strength — Transactive Global platform; operational deposits +8%; moving to full ownership of the ANZ-Worldline merchant-acquiring JV to control the merchant relationship.
- Active initiative: Transactive Global enhancements; merchant-acquiring consolidation.
- Budget owner: Group Exec Institutional.
05 · Data, analytics & AI
Agentic AI launched in the CRM; markets insights productised; Suncorp core data solution.
- Current state: Agentic AI capabilities launched in the CRM (Business Bank); markets data/insights productised for clients; Suncorp core data solution being built.
- Active initiative: Agentic AI rollout; data platform for integration.
- Budget owner: Chief Data/Analytics Officer; Tech.
06 · Integration / API / middleware
Two cores + Suncorp + ANZ Plus = heavy integration surface to stitch into one front-end.
- Current state: API-first design intent (ANZx); but two cores + Suncorp + ANZ Plus = heavy integration surface to stitch into one front-end.
- Active initiative: Single front-end integration; Suncorp end-to-end testing environment.
- Budget owner: Group Exec Technology.
07 · Risk, compliance & NFR tech
PACT program; RCRP approved by APRA; Promontory assurance; ASIC matters.
- Current state: PACT program (People, Accountability, Customers, Trust); Root Cause Remediation Plan approved by APRA; Promontory independent assurance; ASIC matters resolution program in Aus Retail.
- Active initiative: NFR uplift / RCRP delivery (immediate priority #5).
- Budget owner: Chief Risk Officer; CEO-sponsored.
08 · Cloud & engineering platform
Cloud-first; ANZx in 8 capability layers with build / buy / leverage decisions.
- Current state: Cloud-first; ANZx organised into 8 capability layers with explicit build / buy / leverage decisions; best-of-breed SaaS (e.g. Salesforce, Twilio).
- Active initiative: Ongoing cloud migration; platform consolidation.
- Budget owner: Group Exec Technology.
09 · Software delivery & change capability (meta-layer)
Just exited 1,000+ consultants, cut vendors 8% — must deliver more with fewer hands.
- Current state: Just exited 1,000+ managed-services consultants and cut the vendor base by 8%; 3,500 FTE reduction (78% done) → must now deliver more change with fewer hands.
- Active initiative: Productivity program ($875m FY26 savings); “deliver at pace.”
- Budget owner: CEO / CFO / Tech.
The synthesis in one line: ANZ has de-risked its balance sheet and slashed its delivery capacity in the same year it committed to its most ambitious platform consolidation ever. Every technology challenge below flows from that tension.
03 · The Value Map — filled for ANZ
Six components, one logic: objectives drive strategies, strategies drive initiatives, challenges slow them, capabilities address the challenges, proof validates the capabilities.
Objectives → Strategies → Initiatives → Challenges → Capabilities → Proof
01 · Objectives — drive strategy
| Target | Detail |
|---|---|
| → 12% / 13% | RoTE by FY28 / FY30 (from 11.6%) |
| Mid-40s % | Cost-to-income by FY28 (from 49.4%) |
- Be “the best bank for customers and shareholders in Australia and New Zealand.”
- RoTE toward 12% by FY28, toward 13% by FY30 (from 11.6% today).
- Cost-to-income in the mid-40s% by FY28, sustained to FY30 (from 49.4%).
- Maximise shareholder value: grow revenue, reduce cost, mitigate (especially non-financial) risk.
02 · Strategies — the ANZ 2030 pillars — drive initiatives
| Pillar | What it means |
|---|---|
| Customer First | Differentiated propositions, single digital platform & brand, elevated channel experience. |
| Simplicity | Remove duplication, rationalise platforms & vendors, structural cost reset. |
| Resilience | Strengthen non-financial risk, capital, and delivery reliability. |
| Delivering Value | Improve returns and revenue / RWA. |
Executed in two phases — Phase 1 (FY26–27) “get the basics right” + initial growth investment; Phase 2 (beyond FY27) outperform.
03 · Initiatives — funded
- Single customer front-end for all Retail & Small Business by Sept 2027 (merges ANZ Plus with existing retail/business products).
- Suncorp Bank migration to ANZ by June 2027 (34% done; 57% target by FY26 end) — incl. product solutions, core data solution, new end-to-end testing environment.
- Productivity / simplification: ~$875m gross cost savings in FY26; Suncorp synergies $500m full run-rate by FY29; vendor base cut 8%.
- NFR uplift / RCRP (PACT program) — APRA-approved, Promontory-assured.
- NZ re-platforming onto a modern banking platform; agentic AI in CRM; Transactive Global enhancements; merchant-acquiring full ownership.
- Group investment envelope ~$1.5bn FY26, ~80% expensed.
04 · Challenges — and consequences — what prevents or slows the above
- Platform fragmentation. ANZ Plus + multiple legacy cores + Suncorp must converge into one front-end. → Integration risk, duplicated cost, slips the Sept-2027 commitment.
- Delivery-capacity squeeze. Exiting 1,000+ consultants and 3,500 roles while accelerating the hardest programs. → “Do more change with fewer hands” risk; key-person and knowledge loss.
- Data migration & quality (Suncorp core data solution; NZ data records). → The classic schedule-and-risk killer; regulatory commitments attached.
- Non-financial-risk debt. Under active APRA / Promontory / ASIC scrutiny. → Diverts engineering capacity; remediation must be demonstrable, not just done.
- Customer-experience gap the tech must close. Aus Retail NPS +2.9 (#4 of majors); Business & Private Bank NPS −4.2 (#4); NZ NPS still “a challenge.” → The front-end program has to move these numbers, or the growth thesis stalls.
- Legacy change velocity. Old stack = slow, expensive change just as Macquarie and fintechs compress cycle times.
05 · Capabilities — vendor-agnostic — the type of capability each challenge demands
Each challenge maps to the kind of capability it demands — described as a requirement, not a product pitch.
| Challenge | Capability demanded |
|---|---|
| Platform fragmentation → single front-end | An experience/orchestration layer that composes one journey over many cores without a rip-and-replace; API-first integration to ANZ Plus + legacy + Suncorp. |
| Delivery-capacity squeeze | A high-productivity delivery model (low-code / reusable components / platform engineering) that lets a smaller team ship more change safely — directly serves the $875m productivity goal. |
| Data migration & quality | Migration tooling + automated end-to-end test environments; data-quality and reconciliation tied to the regulatory deadlines. |
| Non-financial-risk debt | Governance-by-design — auditability, access control, change traceability, evidence generation for APRA/Promontory baked into the delivery platform. |
| CX gap | Rapid journey iteration — ship, measure NPS impact, iterate; differentiated propositions for migrant / mass-affluent / SME segments at speed. |
| Legacy change velocity | Continuous modernisation of the engagement layer around stable cores, so change cost and cycle time fall structurally. |
06 · Proof — scaffold — to be filled once a product / vendor is attached
- Tier-1 bank: front-end consolidation over legacy cores → X journeys live in Y months, $Z integration cost avoided.
- Regulated-industry migration: end-to-end test automation → schedule risk reduced, audit evidence auto-generated.
- Productivity proof: delivery throughput per engineer ↑ N× → cost-to-serve / cost-to-change reduction.
Honest note — I’d source these from the chosen vendor’s reference base and map each proof point to the specific ANZ initiative + economic buyer it de-risks. The structure is ready; only the names are missing.
04 · Economic buyer profiles
Process-fit, not org-chart guesswork — who owns budget for each part of the value chain.
A — Group Executive, Technology
The platform & engineering owner
- Measured on: Delivery of single front-end + Suncorp migration on time; platform consolidation; the technology share of the $875m productivity number.
- Decision criteria: Does this let us deliver more with the post-cuts team, without adding risk? Integration into ANZ Plus / legacy without rip-and-replace?
- Language: “at pace,” “simplify,” “reduce duplication,” “engineering productivity,” “build/buy/leverage.”
- Likely objection: “We’ve already standardised our platform stack and cut vendors 8% — why add anything?” → reframe as a capacity multiplier, not a new vendor.
B — Group Executive, Australia Retail
Single front-end sponsor
- Measured on: MFI share (11.6%, slipping), NPS (+2.9, #4), home-lending momentum, Sept-2027 delivery.
- Decision criteria: Will it move NPS / acquisition, and hit the date?
- Likely objection: “ANZ Plus is our future platform.” → position as how you extend ANZ Plus to the rest of the base faster.
C — Chief Risk Officer / NFR program owner (PACT)
Non-financial-risk owner
- Measured on: RCRP delivery; Promontory / APRA assurance; ASIC matters.
- Decision criteria: Does this generate evidence and reduce operational / change risk?
- Language: “accountability,” “control,” “remediation,” “resilience.”
D — Suncorp integration lead + Chief Data Officer
Migration & data integrity
- Measured on: June-2027 migration; core data solution; test environment readiness.
- Decision criteria: Schedule certainty, data integrity, regulatory commitments met.
E — Group Exec, Business & Private Bank (Tammy Medard) / Institutional
Banker tooling & platforms
- Measured on: B&PB NPS turnaround (−4.2), banker tooling, Transactive Global, merchant-acquiring control.
- Language: “better tools,” “more bankers,” “agentic AI,” “right platform for the right customer.”
05 · Where to hunt
Process-fit ICP read & prospecting prioritisation. Ranked entry points, hottest first — by trigger strength, budget certainty, and a hard public deadline.
| # | Opportunity | Heat | Why | Enter via |
|---|---|---|---|---|
| 1 | Single customer front-end (Retail / Small Business) | ●●●●● Highest | Public Sept-2027 deadline, only 13% complete, CEO-sponsored, and it’s the textbook “compose one experience over many cores” problem. | Group Exec Technology + Group Exec Australia Retail. |
| 2 | Suncorp data migration & test automation | ●●●●● Acute, time-boxed | Hard June-2027 deadline + regulatory commitments + active build of a test environment = acute, time-boxed pain. | Integration lead / CDO. |
| 3 | Productivity / delivery-capacity gap | ●●●●○ High | Just removed 1,000+ consultants but must deliver more; any capability framed as “ship more with fewer hands” maps straight to the $875m mandate. | Tie every conversation to the $875m productivity number. |
| 4 | NFR / PACT remediation tooling | ●●●○○ Steady, board-level | Well-funded and board-sponsored; longer sales cycle, governance-heavy. | Chief Risk Officer / RCRP program. |
| 5 | Business Bank tooling & agentic AI | ●●○○○ Emerging — expand | They’re already moving here, so it’s “expand,” not “create.” | Business & Private Bank. |
✕ Disqualifiers — where not to spend time
- Anything requiring core rip-and-replace (they’ve chosen build/buy/leverage and won’t reopen it).
- Net-new vendor relationships pitched as additional spend during a vendor-rationalisation drive.
- Institutional markets platforms (mature, in-house strength).
06 · Illustrative sales play — “Accelerate the single customer front-end”
One trigger-led play, built end to end — persona, hypothesis, discovery, proof, objections, close.
- Target persona: Group Executive, Technology (economic buyer) + Group Exec Australia Retail (sponsor).
- Trigger event: Public commitment to a single front-end for all Retail & Small Business by Sept 2027, only 13% complete — after cutting 1,000+ delivery consultants.
Opening hypothesis — “Most banks that commit to a single front-end over multiple cores discover the integration-and-delivery effort — not the UI — is what slips the date. With your delivery capacity deliberately reduced this year, the constraint isn’t ambition, it’s throughput per engineer.”
Discovery questions
- How are you composing one journey across ANZ Plus, legacy retail, and Suncorp without a core replacement?
- What’s your current throughput vs. the Sept-2027 scope after the consultant exits?
- How are you generating audit / change evidence for APRA while moving at pace?
- Where is the single front-end program actually behind plan today?
- What does “45% by end of FY26” depend on most?
Proof strategy
- Stage 1 — Reference of a Tier-1 bank composing a front-end over legacy cores.
- Stage 2 — Delivery-throughput / cost-to-change metric.
- Stage 3 — Governance-by-design evidence pack for the regulator.
Expected objections — tap to see the reframe
01 · "ANZ Plus is our platform."
Reframe: extend it faster, don’t replace it.
02 · "We just cut vendors."
Reframe: a capacity multiplier for the team you kept, tied to the $875m goal.
03 · "Too risky mid-program."
Reframe: it de-risks the date; it lands the evidence APRA wants.
Close sequence
- Step 1 — Workshop on the front-end critical path.
- Step 2 — Time-boxed proof against one real journey.
- Step 3 — Business case framed in date-certainty + throughput, not licence cost.
07 · What this demonstrates — and what I’d build next
- Layer 1 mastery · Commercial foundation — Turning a public results pack into a structured value chain, a filled value map, and budget-owner profiles.
- Layer 2 mastery · GTM & sales strategy — Converting that foundation into a ranked prospecting view and an executable, trigger-led sales play.
74% — the discipline that wins: lead with the buyer’s strategy and challenges, and earn the right to talk capability — the Value Map thesis that win rate climbs to 74% when buying vision is created early.
Next — with a real product / vendor attached — Populate the Capabilities row with that product’s specific differentiators, fill the three Proof slots from its reference base, and extend into Layer 4 (MEDDPICC) — Metrics ($875m productivity, Sept-2027 date), Economic buyer (Group Exec Technology), Decision criteria / process, Champion, and Competition.
Metrics·Economic buyer·Decision criteria·Decision process·Paper process·Identify pain·Champion·Competition
Sources
- ANZ Group Holdings — 1H26 Results Announcement, Media Release, Investor Presentation & Earnings-Call Transcript (released 1 May 2026). Primary source for all financials, divisional metrics, strategy, and initiatives.
- ANZ is quietly building a brand new banking platform — iTnews
- Behind the numbers: a new era of digital mindset banking — ANZ bluenotes
- ANZ plots a clear path to cloud — iTnews
- ANZ New Zealand to move to FIS Modern Banking Platform — FIS
- Zafin supports ANZ in launch of ANZ Plus app — Zafin