Conception and initiation of a comprehensive performance enhancement program for IT

The Client
Internationally active comprehensive insurance group

The Challenge
As outlined in the 100 day program of the new CEO, a comprehensive IT situation assessment was carried out. It was found that

  • IT Business Alignment limited the IT to an executory function,
  • the IT portfolio has control deficits,
  • IT architecture was characterised by high complexity and low degree of consolidation,
  • the personnel structure is incomplete, there is a high dependency on external employees, and IT sourcing is not optimised, and
  • the IT cost ratio was high with ever-increasing operating costs.

The Goal
The efficiency of IT needed to be increased. The focus was on improving the future viability, the ability to deliver IT, as well as optimising costs and controlling. The course of action to be initiated should also include operational support in individual units and pool communication to committees and senior management within the group from employees.

The Approach
Using workshops, the fields of action of IT were identified together with executives. Based on benchmarks, goals were defined and an overall implementation program was conceived with a framework of 3 years. Additionally, the accompanying change project was accompanied by a communicative approach. Special attention was paid to financial planning and controlling. Selected topics were supported, including the conception of a further developed IT project portfolio management, the creation of a group IT strategy, the further development of IT financial management as well as conceptual work, e.g. in the field of specialist architecture.

The Results
A comprehensive reporting and control system was set up to enable parallel development of the corresponding group and IT structures. The accompanying communication with all stakeholders enabled the implementation of sensitive topics such as outsourcing projects and personnel restructuring. Various concepts could be implemented.

Development of a digitisation strategy

The Client
Internationally active comprehensive insurance group

The Challenge
The need for the development of new business models in the context of progressive digitalisation was recognised by management. The development of a digitisation strategy was then commissioned at a corporate level. The processing should be done with advanced methods ("Startup Phase").

The Goal
The focus was on the development of digital business models, which could be implemented within the framework of agile teams in order to create the best possible competition for ideas and concepts.

The Approach
In the initial phase, comprehensive analyses were carried out (competition analysis, environmental considerations). Based on this, strategic cornerstones were agreed upon and made into concrete requirements. These were divided into functional areas for the group. For operationalisation, short-term measures (so-called fast-boats) were identified and initialised. Major medium-term projects were outlined. Measures to ensure the necessary basic skills, in particular at a technological level, had also been specified.

The Results
Ultimately, the group was able to adopt a digitisation strategy coordinated with the group and the IT strategy, and firmly anchored the corresponding projects in the project portfolio planning.

Development of a mission statement for an online customer portal

The Client
Insurance group with a focus on private customers

The Challenge
The user experience has been defined as a critical success factor in the insurance's digitisation strategy. The high degree of manual handling of customer requests was a potential constraint. A market analysis showed increased use of digital offerings, with the web presence of the insurance representing only static content. In order to meet the expectations of its existing customers, there was a need to create a user-friendly online customer portal.

The Goal
Automation potentials in the service area with regards to defining a customer portal should be identified and recorded for subsequent implementation. The target image of processing and handling of a defined proportion of customer service queries via the online portal, satisfaction and customer loyalty should be optimised. In order to realise the associated competitive advantages, the professional and technical conception of a new service portal as well as its classification into the system landscape of the insurance company had to be drawn up.

The Approach
Through collaboration with specialist and IT pages, an interactive insurance portal was designed to facilitate administration and provide access to the personal data and documents. The requirements for a customer portal and the connection to the system landscape were identified. A decision-making basis for various implementation options ("make or buy") was developed.

The Results
Definitions of the requirements for the insurance portal and the technical connection were established. It was possible to solve the "make or buy" decision.