4. The challenge: insurance case work today 1. Client works with an Advisor to select & customise a policy 2. Advisor submits the policy for approval 3. Client visits a Doctor for a health check & tests 4. Doctor posts the test results to the back office 5. The back office ask questions, clarifies issues, requests follow-ups, and approves the case (or not). 6. 6. Case Client Advisor Doctor Team What is a case file? Paper? Database? Records? Reports? Email? No means of capturing tacit knowledge Processes trapped in application silos Participants tied to locations Knowledge fragmented and buried in channels & silos No holistic view of the problem Client is not a integral part of the process Processes fragmented across silos and manual activities
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6. A space for insurance case management RSS feed on case Status comment Asldkjalsj asldj asldas l Aklsd aksdh kashd Date, Time, Posted by BLAH Client Name Test Results Risk Management Lorem ipsum dolor sit amet, consectetuer adipiscing elit, sed diam nonummy nibh euismod tincidunt ut laoreet dolore magna aliquam erat volutpat. Ut wisi enim ad minim veniam, quis nostrud exerci Tags, tags, tags, … Duis autem vel eum iriure dolor in hendrerit in vulputate velit esse molestie consequat, vel illum dolore eu feugiat nulla facilisis at Policy Details Add Client details from CRM Test results from provider’s system Case work comments in a blog Risk report in wiki Medical image from provider’s system Markup a la Mojito Address 12 sad asldrk aslkdja lsdkj al skdjas Tags for semantic search Status Status Workflow status Click through to connected spaces Product Information 8 asd 8 asd 8 asd 8 asd 8 asd 8 asd 8 asd 8 asd 8 Basldjk asd 8 Asd asd 8 Basldjk
7. Insurance case work tomorrow 1. Client uses a self service web site to create a policy tailored to their needs, scheduling any tests required 3. Client visits a Doctor for a health check & tests Doctor submits test results directly 4. 2. An advisor can be called in (Skype, IM, …) to provide assistance where required 5. The back office approves the case (or not). Client Doctor Case Advisor Team Users create their own work spaces Virtual teams Integrated support for structured and unstructured knowledge Informed and able to participate Content independent of channels Active involvement All knowledge captured in a single consistent shared space
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9. Delivered as a utility Existing Back-Office Applications Content & Records Management External Sources Reporting File Stores Partner Applications Application silos used as information appliances User interfaces design to support specific roles Utility maps between applications and users, capturing tacit knowledge t Utility Web 2.0 Resource Management Light weight, standards based, integration RSS, Web Services, Search, … Collaboration Search Processes Mash-Up Platform Case Worker Mash-Up Team Mash-Up Client Mash-Up Partner Mash-Up Time to Capability Months Weeks Implementation Effort
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12. Phase 2 New Product Introduction Product Catalogue
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15. Managing complex products A single product, the Model T of our industry Chaos, where each client has an individually tailored product Few products All possible products Some products Rather than being forced to the ends, we want to put the slider where it makes the most sense for the business.
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17. Allowing us too put the slider where we want it A single product, the Model T of our industry Chaos, where each client has an individually tailored product Few products All possible products Some products The granularity of our model determines where on the spectrum if falls Seat Handlebars Frame Front Wheel Back Wheel Drive Train
18. Then we operationalise the model Strategic Goals Information Technology Seat Handlebars Frame Front Wheel Back Wheel Drive Train
19. … delivering the lot as a utility Existing Back-Office Applications Content & Records Management External Sources Reporting Partner Applications Business Utility Insurance Mashup Content & Records Management Risk Management Mashup Web Utility Mash-Up Mash-Up Client Mash-Up Partner Mash-Up
22. We can use technology to create business agility Value Harvested Business Inertia Dispursion of Innovation Redeploying Employees Process Improvement & Optimisation Exception Management t Value Move users from operational cost control roles into offline, creative value creating roles Enable employees to focus on communication and innovation, enabling them to connect to the market and harvest new opportunities Increase the amount of value harvested from the market by out performing competitors and leaving less money on the table Reduce the cost of reacting to disruptions in the market by reducing the cost of planning and acting, converting disruptions to a competitive advantage t Planning Granularity t Rate of Innovation
23. Agility creates a competitive advantage Reaction Speed Complexity of environment Corp. B Insight Harmony Agility Initiative Adaptability Orientation Corp. A Confusing information Incomplete data Unpredictable events Instability Uncertainty Ability to cope with disruption Corp. A Corp. B Competitive advantage
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