Trusted Process Context: How L&G is Building the Foundation for Enterprise AI

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L&G is one of the UK’s leading financial services organizations, managing more than £1 trillion in assets while serving millions of customers across asset management, pensions, insurance and retail financial services. Within Asset Management, the organization has spent the past five years building a mature business process management capability to improve governance, consistency and operational excellence. Today, that same investment is helping create the trusted operational foundation required to successfully deploy enterprise AI.

From Fragmented Process Documentation to Trusted Enterprise Knowledge

When L&G’s Asset Management business first introduced ARIS almost five years ago, the objective was straightforward: bring together fragmented process documentation into a single, governed environment.

Processes existed across multiple tools and formats, making them difficult to maintain, discover and govern consistently. The organization recognised growing regulatory expectations alongside increasing duplication across the business, creating a clear need for a standardized approach to process management.

Today, that transformation is almost complete. More than 2,000 business processes have been modelled within ARIS using common standards and governance, giving employees a consistent view of how work is performed across Asset Management. Alongside each process, the organisation has also captured supporting business knowledge including applications, risks, controls, organisational teams and dependencies, creating a far richer operational model than process documentation alone.

“We’ve managed to document close to 2,000 business processes, all following the same set of standards. People can now find them easily, and it’s become the golden source of process information across the organization,” says Daniel Irving, Head of Business & Process Architecture, L&G Asset Management

Laying the Governance Foundations for AI Deployment

While governance was the original objective, the value of that investment has evolved significantly. Rather than viewing ARIS simply as a process repository, L&G now sees it as a trusted business context layer for AI.

Every process model is reviewed, approved and maintained by the business, ensuring that AI operates from accurate, governed information rather than disconnected documents or outdated knowledge. That distinction has become increasingly important as AI moves from experimentation towards enterprise deployment.

“The primary metric that we have is approved, documented processes that we can now use in an AI world as the context that AI needs. More importantly, it’s trusted context because we’ve invested heavily in governance,” says Paresh Parab, AI & Process Transformation Lead.

The result is more than trusted documentation – it’s trusted process context.

Process models now provide AI agents with a structured understanding of business roles, applications, controls, hand-offs, decision points and organizational dependencies – allowing AI to reason from approved business knowledge rather than generic information.

Turning Process Knowledge into AI Capability

L&G has already begun putting that trusted context to work. Today, more than ten AI agents use process models stored within ARIS as part of their operational context. Those agents support teams by generating outputs based on approved business processes while giving employees confidence that the underlying information has already been validated by subject matter experts.

The organization is also using ARIS AI Companion to accelerate process modelling itself. Rather than starting with a blank page, teams can generate draft process models from meeting notes or documentation before subject matter experts review and approve them – combining AI speed with human governance.

As Daniel Irving explains, the goal is no longer simply documenting processes but enabling faster enterprise understanding: “It’s really about agility and being able to access information as quickly as possible. Having that information combined with AI is really boosting how we understand the organization and assess change.”

Creating the Foundation for Enterprise AI

For many companies, AI initiatives begin by searching for new use cases, but L&G took a different approach. By investing first in governed business processes, the organization has created trusted process context that AI can reliably consume – reducing risk while improving consistency, governance and confidence in AI-generated outputs.

What began as a business process management programme has evolved into something much broader: a reusable enterprise knowledge asset capable of supporting AI, automation, change management and future optimization initiatives.

With growing interest from other divisions across the wider L&G Group, alongside future plans to explore Process Mining and further AI capabilities, the organization continues to build on a process foundation that is proving increasingly valuable in the age of enterprise AI.