Business Transformation-

Empower Your Business EvolutionApril 2014

The Importance of Understanding Current State

• Low-hanging fruit and future opportunities for improvement

• Baseline for change – what are the gaps between current and future? What’s changing, by audience?

• Risk and readiness assessments

But, beware:• While current state understanding is

essential, it is not alone enough to implement a good, workable future state

• Avoid current state process due to system limitations

• Easy to fall into analysis paralysis• Not all processes are created equal –

“how much process is enough?”

What ’s Hid ing in the Current State?

• Strengths, weaknesses, opportunities, and threats

• People/roles

• Data – creation and maintenance

• Technology• Small tools – Excel and others (siloed or shared locally)

• Major systems (shared)

• Reports and external information

• Links to other processes/organizations

• Variances and exceptions to the norm

• Business criticality and key differentiators

Ensure the Future is Clear

• For process definition attributed to a new system installation ensure SMEs understand the new world prior to definition

• Newer systems present different process options

• Trust the new system to not have the old flaws

Newer system game changers:• Simplified access to data (report and

screen)• Automated integration and sync• Robust User roles, definition and

permissions• Data integrity• Enhanced web presence

Guiding Pr inc ip les for Process Improvement

Involve the people doing the process, accountable for it, and that are impacted by it - assumptions are the mother of all foul ups

Define boundaries and constraints as well as goals

Understand and document enough, but not more than that

Controls should be introduced where needed, not just where possible

Constantly challenge options against priorities and timing

Guiding Pr inc ip les for Process Improvement

Eliminate or reduce waste and inefficiency, but look also at ways to increase comprehension, connections, and cohesion

Don’t underestimate downstream or unanticipated consequences

Non-value added handoffs are the root of all evil

Process changes should be socialized, supported, and measured

Leveraging IP - Process

• Robust process and workshop methodology

• Insurance Industry standards gained from experience

Process Transformat ion

• Interview key business SME to gather goals, constraints, roles and flow

• Develop and refine master transaction list for design

• Develop future business process and transaction flow documents:• Business process flow diagram• Related business requirements• Key inputs/outputs• Key roles and authorization• Related process / transactions• Issues

• Deliverables• Business process documents• Master transaction list

Create and rev iew process documents for des ign

Contact In format ion

• Laurie Johnson • Director, Business Development-South• Phone:501-352-4002• Email: Ljohnson@edgewater.com

 

• Derek Sharron

• Business Development Manager-North• Phone: 978-407-7160• Email: dsharron@edgewater.com

• Nathan Wakefield• Principal Consultant• Phone: 501-940-0631 • E-mail: nwakefield@edgewater.com

• Stacey Cheese• Insurance Practice Director• Phone: 813-464-4601• Email: scheese@edgewater.com

Appendix

Edgewater Corporate Overview

► Founded in 1992► Focus on upper-middle and global

2000 markets► 430+ employees► 800+ clients► 3,200+ projects completed to date► Large North American footprint

– New UK presence► Publicly traded (NASDAQ: EDGW)

– Public in 1996 (STAF)– Reverse IPO in 2000 (EDGW)

► Co-founders still with the Company

Insurance Cl ient Sample

Edgewater Competencies