Are you responsible for identifying appropriate technologies to help your business automate processes and support workflows? If so, you've probably heard of Case Management: it's long been associated with legal and healthcare organisations. However, recent technology developments have made the basic idea much more broadly applicable. You can now find vendors variously promoting 'Adaptive', 'Dynamic' and 'Advanced' Case Management tools that aim to help with challenges in areas like fraud management, customer-centric servicing, customer support, and contract/bid management. The promise is that the tools will help specialist staff get their work done more effectively by making it easier to manage and co-ordinate work, even when it's unpredictable. There's a lot of hype and confusion in this space, though – so it's difficult to tell whether Case Management tools can really help, or whether this is just another 'shiny object' that vendors want you to chase… These slides are from a webinar recorded on 27 February 2014. The webinar replay will give you an unbiased, independent and expert take on what Case Management is, why it's important, and where it fits in a portfolio of tools for supporting knowledge work and business processes. To access the replay visit http://www.mwdadvisors.com/library/detail.php?id=554 For further information contact Neil Ward-Dutton (neilwd@mwdadvisors.com)

1. Case Management
Get to grips with the new frontier for work improvement
Neil Ward-Dutton
Founder, Research Director
mwd
advisors
helping you get business improvement from IT investment

2. Setting the scene
Corporate aspirations: avoiding a “Race to the Bottom”
Highly targeted,
Individual
Winning through
service, experience
delivered
Experiences
Services
Goods
Scalable,
Generic
Commodities
Winning through
efficiency,
transparency,
responsibility
In 2013, 62% of global consumers switched service providers due to poor customer service experiences, up 4% from last year.
– Accenture Global Customer Pulse
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3. *Really* doing this means integrating
experiences, delivering flexibly
CHOICE
Gather intelligence through
each customer journey to make
future experiences more
engaging
Customer
Journey
stage 1
Marketing
Service
FREEDOM
Customer
Journey
stage n+1
Your
customer
EXPECTATION
AMPLIFICATION
Customer
Journey
stage 2
Sales
Operations
Customer
Journey
stage n
Customer
Journey
stage 3
This is about much more than marketing or customer service!
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4. SUPPLIERS, PARTNERS
Integrated experiences; multiple domains
of activity
Operations
Customer
interaction
Great experiences need
to be integrated across
multiple channels
Administration
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5. SUPPLIERS, PARTNERS
Never drop the ball!
Operations
Customer
interaction
Great experiences need
to be integrated across
multiple channels
Administration
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6. SUPPLIERS, PARTNERS
Turbo-charging operational effectiveness:
dealing with the ‘hard stuff’
Operations
Investigations /
exceptions
Collaborative
creation
Customer
interaction
Great experiences need
to be integrated across
multiple channels
Service
fulfilment
Administration
These activities are not ‘routine work’ and can’t be planned or designed up front
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7. “Exploratory work”
Expert discretion, teams, high-value documents
Teams
Bid management
Contract management
Onboarding
Upgrading
Reconfiguring
Cancelling
Frauds
Faults
Eligibility
Underwriting
Expert
discretion
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Investigation
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High-value
documents
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8. Exploratory work is organised around
challenges, not processes
This turns the standard business process automation approach on its head
Process
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Challenge
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9. There’s value in managing exploratory
work through software, but it’s different
Exploratory
work
Transactional
work
Automated
work
• Straight-through
processing
• Performance
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• Predictability
• Efficiency
• Flexibility
• Integration
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• Auditability /
quality
• Collaboration /
integration
• Scale
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10. Managing exploratory work: the
alternatives
Challenges
Strengths
BPM
platforms
Case
Management
platforms
Collaboration
tools
Task
Management
tools
Project
Management
tools
Collaborative work
design; Efficiency, lack of
friction; Scalability;
Control;
Transparency
Dynamic work planning
and design;
Policies/constraints;
Measurement/control;
Document management
Team collaboration with
integrated document
stores; Low investment
Transparency; Work
definition and tracking;
Low investment
Work planning,
estimation, scheduling for
“temporary activities”
Can require significant
investment, training
Lack of measurement,
monitoring,
improvement tools; Work
structuring concepts
Lack of measurement,
monitoring;
Resource integration;
Work structuring
concepts
Management is
disconnected from
operational environment;
suitability for repeated
activities
Lack of discretion in
operation; Business
information/documents
often considered secondclass
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11. Another perspective: planning vs doing vs
measuring / improving
Project
mgmt
Planning
Project
mgmt
Measuring /
improving
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Task mgmt
Collabor
-ation
Case management
BPM
(structured flows)
Doing
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12. Defining Case Management
Case Management is a particular kind of
approach to managing and improving work.
Case Management uses specialised software
platforms that are optimised to support
activities involving a significant degree of
expert discretion in their progression and
completion.
A Case Management approach fits situations
where knowledge needs to be captured, acted
on, organised and stored, both to aid the
successful resolution of a situation and to
provide an after-the-fact record of what work
was done.
Optimal
performance
of cases
Goals
Management
tools
Patterns of
practice
Rules
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13. Case Management applications: A
conceptual view
Goal
Case workers,
experts
Guidance
Case
Distinguishing
features
Evidence /
content
Case owner
Collaborative
Work
Progression
Tasks, process
fragments
Policies
Records
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Systems
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14. Bringing it all together:
The value of Case Management investment
Co-ordinate work among expert teams to resolve • Don’t force standard procedures
challenges
where they don’t fit
Experts can use their judgement and discretion
but business controls and policies are
transparently applied
• Ensure compliance where critical
Manage business-critical documents as both
inputs and outputs of activities
• All guidance, evidence, activity
records are linked to work
Build and reuse process, task, information
management components
• Get stuff done quicker, reduce
friction
Manage the work and do the work in one
‘information space’
• A foundation for evidence-based
improvement
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15. Getting started with Case Management
Strategy
Technology
Analysis
People
A fastmoving area
needs
careful
exploration
There’s no
magic
bullet; skills
acquisition
is critical
Personnel,
tasks,
business
documents
Extreme
mindful
contribution
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16. Neil Ward-Dutton
neilwd@mwdadvisors.com
@neilwd
Thank you! Questions?
Check out our free report:
What is Case Management and why should I care?
http://www.mwdadvisors.com/library/detail.php?id=558
Watch a replay of this webinar presentation:
http://www.mwdadvisors.com/library/detail.php?id=554
mwd
advisors
helping you get business improvement from IT investment
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