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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