Case Study
Measuring, managing and optimising end-to-end operational processes
Digital & Automation | Insurers | London
The Background
- The client has a strategy for significant growth, focusing on the transformation of the people, processes and systems supporting this growth
- Business users disappointed with operational support and transparency of activity
- The existing end-to-end operational processes are managed differently across teams and geographies with multiple systems, bespoke workflow solutions and extensive use of Excel and email
- The resulting activities are difficult to oversee centrally due to a lack of transparency and consistency
The Challenge
- Uncertainty over 'where to start' with process improvements
- Incremental headcount requests for all new activities leading to unsustainable response to business growth targets
- Lack of meaningful data to make decisions
The Approach
- End to end process tracking rolled out division by division
- Build of a universal hub platform - commencing with e2e process tracking, but built to onboard additional processes quickly with a common user experience
- Platform provides immediate reporting of volumes, timeliness of activities and transparency of where tasks are within the end to end process
The Impact
- Consistent reporting available providing transparency between business areas and increased responsiveness to business users
- Timeliness of processes against SLAs captured and blockers identified aiding resolution and options for future process improvement
- Single management picture available for decision making
- Technology and expertise in place at client to move onto next phases of transformation at speed, with onboarding of specific processes to reduce costs and improve business experience
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