Case Study
           (Process) Re-engineering –Post Acquisition

The brief:

Commissioned to re-engineer a broad spectrum of key processes in a leading general and life insurance company. This after they had acquired a major competitor.

Our Actions:

Provided advice and consultancy on how to re-engineer key business processes.
Built ownership of re-engineered processes together with the associated changes in working practices. 

Services included:

• Convincing the board of a 90-day integration programme
• Forming  the integration steering team that reported to the board
• Establishing performance benchmarks
  • to measure the sucess of the integration
• Designing and delivering a schedule of workshops

• to multi-disciplinary groups
  included actuarial, field sales, claims, underwriting
  administration staff and managers
  

• Process facilitation to support the integration
• Streamlining of existing processes
• Designing new job descriptions,
  
  • Key performance indicators and new ways of working
• Graphic design of new process maps
• Producing professional and detailed back-up literature
• Measuring and reporting against the agreed benchmarks

Results

Client feedback confirmed their satisfaction with:

• Speed and professionalism of the team
• The expertise and approaches used were enabling for the multi-disciplinary teams
  • Helped  to identify critical issues
  • Map new process
  • Produce user friendly documentation
• Overall improvement of 32% against agreed benchmarks and KPIs.