ANZ Group - Value Map (1H26)
ANZ Group - Value Map (1H26)
This is my approach to account planning. A Value Map documents my understanding of a prospect so every capability conversation is anchored to something the buyer is already funded and measured on.
Sections 1–5 are entirely ANZ’s world, Section 6 defines tech Capabilities (or the solution layer). as vendor-agnostic capability classes, and Section 7 maps the two together. Plug any product into Section 6 and the rest of the map doesn’t change. That decoupling is the point: earn the right to talk capability before talking product.
1. Account Information
Who the account is, the scale they operate at, and why this moment is the window.
| Field | Detail |
|---|---|
| Account | ANZ Group Holdings Limited (ASX: ANZ) — Australia’s most international bank |
| Divisions & customers | Australia Retail (6.5m) · Business & Private Bank (580k) · Suncorp Bank (1.26m, integrating) · New Zealand (2.69m) · Institutional (#1 relationship strength AU & NZ) |
| Scale (1H26) | Cash profit $3.78bn (+14% HoH ex-significant items) · RoTE 11.6% · CET1 12.39% · cost-to-income 49.4% · customer deposits $771bn · net loans $822bn |
| Leadership moment | CEO Nuno Matos (~1 yr in) · CFO Farhan Faruqui · new ExCo incl. Tammy Medard (B&PB) · new corporate values launched April 2026 · 6 months into Phase 1 (FY26–27) of ANZ 2030 |
| Competitors | CBA, Westpac, NAB · Macquarie (digital/retail attack) · neobanks & fintechs on UX |
| Why now (trigger) | New CEO + freshly reset strategy + hard productivity mandate + quarterly-published delivery percentages = budgets, accountabilities, and appetite for change all open at once — and execution publicly scoreboarded. |
2. Corporate Objectives - drive strategy
The board-level outcomes the CEO is publicly measured on.
- Be “the best bank for customers and shareholders in Australia and New Zealand.”
- RoTE towards 12% by FY28 and towards 13% by FY30 (11.6% today).
- Cost-to-income ratio in the mid-40s% by FY28, sustained through FY30 (49.4% today).
- Improve returns and deliver value in each phase — grow revenue, reduce cost, mitigate (especially non-financial) risk.
3. Business Strategies - drive initiatives
The pillars ANZ chose to reach those objectives. Every initiative traces to one.
| Pillar | What it means at ANZ |
|---|---|
| Customer First | Differentiated propositions (migrants, mass affluent, SME) · strengthened proprietary origination · single digital platform & brand · elevated channel experiences |
| Simplicity | Simplify org structure · cost management as discipline · process automation & AI (formal program, four areas) · optimise external spend · divest non-core assets |
| Resilience | Strong capital & liquidity · high-quality credit portfolio · operational resilience · well managed non-financial risk |
| Delivering Value | Improve RoE, strong cost discipline · manage capital for efficient returns |
Two phases:
- Phase 1 (FY26–27): deliver immediate priorities at pace, “get the basics right,” substantial productivity improvement + initial growth investment.
- Phase 2 (beyond FY27): accelerate growth and outperform the market. Enablers across both: Culture, People, Technology.
4. Business Initiatives (*activities that are funded)
here the money is already committed: funded programs with public deadlines and owners
| Initiative | Status (Mar 26) | Committed outcome |
|---|---|---|
| Single customer front-end (SCFE) | 13% complete; 45% target by end FY26 | One digital platform & brand for 8m Retail and Small Business customers by Sept 2027 - merges the ANZ Plus experience with existing retail/business product functionality |
| Suncorp Bank integration | 34% complete; 57% target by Sept 26 | Safe & secure migration by June 2027 - product solutions, core data solution, new end-to-end testing environment; federal & Queensland government commitments attached. Synergies $500m p.a. full run-rate from FY29 ($55m to date); integration cost $745m (~$445m spent) |
| Productivity / simplification | $392m realised in 1H26 (49%) | Gross cost savings target raised $800m → $875m for FY26; FY26 costs now expected down ~5% from the $11.85bn baseline; 78% of 3,500 FTE exits done; 1,000+ managed-services consultants exited; vendor base cut 8% |
| Non-financial risk uplift (PACT / RCRP) | Set-up phase done; design phase to largely complete this year | APRA-approved Root Cause Remediation Plan; Promontory independent assurance (second report published); ASIC matters resolution program in Aus Retail |
| Channel & platform modernisation | In flight | Contact-centre re-platforming · ATM fleet modernisation · branch refresh · agentic AI capabilities launched in the Business Bank CRM · Transactive Global major release for business customers in 2H26 · NZ re-platforming (customer data records migrated to the new modern banking platform in 1H26) |
| Payments control | Announced | Acquiring Worldline’s share of the merchant-acquiring JV → full ownership of the merchant relationship |
| Investment envelope | $680m spent 1H26 | ~$1.5bn FY26, ~80% expensed (sector-leading); categories include a dedicated “Digital Front End” line |
5. Business & IT Challenges (what prevents or slows the above*)
The friction standing between the funded work and the promised dates.
| # | Challenge | Consequence if unaddressed |
|---|---|---|
| C1 | Platform fragmentation. ANZ Plus + legacy retail/business platforms + Suncorp must converge into one front-end (“from many to one”) | Integration risk and duplicated run cost; slips the publicly scoreboarded Sept-2027 date (progress published quarterly) |
| C2 | Delivery-capacity squeeze. 1,000+ consultants and 3,500 roles out, while the hardest delivery years in the bank’s history are just starting | “More change with fewer hands”; key-person and knowledge loss; throughput becomes the binding constraint |
| C3 | Data migration & quality. Suncorp core data solution + end-to-end test environment; NZ customer data records migration | Migration is the classic schedule-killer; government and regulatory commitments are attached to the June-2027 date |
| C4 | Non-financial-risk debt. Under active APRA / Promontory / ASIC scrutiny | Remediation must be demonstrable (independent assurance published); diverts engineering capacity from growth programs |
| C5 | Customer-experience gap. Aus Retail NPS +2.9 and B&PB NPS −4.2 (down 2.4 pts) - both an “uncomfortable #4” of the majors; NZ NPS “a challenge to be addressed” | The growth thesis for Phase 2 depends on the technology moving these numbers; B&PB is heading the wrong way |
| C6 | Legacy change velocity — old stack = slow, expensive change while Macquarie and fintechs compress cycle times | Cost-to-change stays structurally high, undermining both the mid-40s CTI goal and proposition velocity |
6. Tech Capabilities (Solution Layer)
Deliberately decoupled. These are the classes of technical capability the challenges above demand - defined before any product is attached. This keeps discovery honest (the buyer’s problem defines the capability, not the other way round) and makes the map reusable.
| ID | Target tech capability | What it must do |
|---|---|---|
| T1 | Experience & journey orchestration layer | Compose a single customer journey across multiple cores (ANZ Plus, legacy, Suncorp) without rip-and-replace; one brand, one front-end, many backends |
| T2 | API-first integration fabric | Stitch two cores + Suncorp + ANZ Plus into one front-end; consistent contracts, versioning, and reuse across 8m-customer scale |
| T3 | High-productivity delivery platform | Reusable components, low-code/platform engineering, automation — lets a smaller post-cuts team ship more change safely |
| T4 | Migration tooling & automated E2E testing | Data migration, reconciliation, and an automated end-to-end test environment that gives schedule certainty against hard dates |
| T5 | Governance-by-design / compliance evidence | Auditability, access control, change traceability, and regulator-ready evidence generated as a by-product of delivery, not a separate workstream |
| T6 | Rapid journey iteration & experimentation | Ship → measure NPS impact → iterate; launch segment propositions (migrant, mass-affluent, SME) in weeks not quarters |
| T7 | AI & agentic enablement | Extend the agentic-AI-in-CRM beachhead: agent frameworks, guardrails, and data foundations that scale AI across banker tooling and operations |
| T8 | Continuous modernisation of the engagement layer | Structurally lower cost-to-change by evolving the experience layer around stable cores — modernisation as an operating rhythm, not a program |
7. Use Case ↔ Capability
The bridge: each funded use case matched to a capability, an economic hook, and a buyer. Every row carries its own economic hook and buyer - so any one row can open a deal on its own.
| ANZ business use case | Challenge | Target tech capability | Economic hook (their number, not ours) | Likely economic buyer |
|---|---|---|---|---|
| Deliver SCFE to 8m customers by Sept 2027 (13% → 45% this FY) | C1, C2 | T1 · T2 · T3 | Date-certainty on a CEO-sponsored, quarterly-published commitment | Group Exec Technology + Group Exec Australia Retail |
| Migrate Suncorp Bank by June 2027 (core data solution + E2E test environment) | C3 | T4 · T5 | $500m p.a. synergies from FY29; government commitments attached | Suncorp integration lead + Chief Data Officer |
| Deliver more change with a post-cuts team (−3,500 FTE, −1,000 consultants) | C2 | T3 · T8 | The $875m FY26 productivity target and mid-40s CTI by FY28 | CEO / CFO / Group Exec Technology |
| Demonstrate NFR remediation to APRA / Promontory / ASIC | C4 | T5 | Published independent assurance; board-level priority #5 | Chief Risk Officer (PACT) |
| Turn around B&PB NPS (−4.2) and grow banker force ~50% by 2030 with better tools | C5 | T6 · T7 | “More bankers, better skilled, better tools” — agentic AI CRM already live (expand, don’t create) | Group Exec Business & Private Bank |
| Lift Aus Retail NPS (+2.9, #4) via channel modernisation (contact centre, ATM, branch) + segment propositions | C5, C6 | T1 · T6 | MFI share 11.6% and NPS both must move for the Phase-2 growth thesis | Group Exec Australia Retail |
| NZ re-platforming — bring CX in line with #1 market position | C5, C6 | T2 · T6 · T8 | Personal NPS +19.1 but business NPS −3.5; largest bank defending share | NZ CEO |
| Extend Transactive Global down-market + integrate merchant acquiring post-Worldline | C6 | T2 · T8 | Operational deposits +8% (28% over 2 yrs); payments leadership strategy | Group Exec Institutional |
8. Proof Points
Each proof point is chosen to de-risk a specific row above, staged in the order an evaluation actually runs:
- Believability Tier-1 bank composed a single front-end over multiple legacy cores → X journeys live in Y months, $Z integration cost avoided → maps to the SCFE row.
- Schedule certainty Regulated-industry migration with automated E2E testing → schedule risk reduced, audit evidence auto-generated → maps to the Suncorp row.
- Productivity Delivery throughput per engineer ↑ N× → cost-to-change reduction tied to a published savings number → maps to the $875m row.
Honest note: proof gets sourced from the attached vendor’s reference base — the structure is ready, only the names are missing.
9. Next Steps
- Prospecting: Section 7 is the starting point for the people and divisions to talk to.
- First meeting: Use this as an opportunity to validate challenges and if the prospects correct you and/or youThe test of the meeting is whether the buyer corrects and adds to the challenges — that correction is discovery.
- Capability conversations: validate challenges. Architect the hypothesis of the solution layer. Fill in value proposition and how you can solve problems.
- Living document: updated after every conversation; the same spine feeds the champion deck, MSOE, and proposal so the story stays consistent as it travels through ANZ for approval.
This post is licensed under CC BY 4.0 by the author.