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© Copyright IBM CorporationIBM CONFIDENTIAL
The Value of an Asset Intensive Solutions Approach
Luke D. Kelleher, IBM Senior Managing Consultant
LOMA Emerging Technology Conference
February 20, 2009 - San Diego, California
Global Business Service
© 2009 IBM Corporation
focused on your success
2 Luke D. Kelleher: [email protected] | David S. Lipien: [email protected]
Agenda
Planned Session Outcomes
Trends - 2020
Assets and Solutions– Insurance Self Service, Operations of the Future and Customer Insight.
Deep Dive into Insurance Self Service– Business Drivers
– Approach
– People
– Process
– Technology
– Lesson Learned
Cases
Global Business Service
© 2009 IBM Corporation
focused on your success
3 Luke D. Kelleher: [email protected] | David S. Lipien: [email protected]
The outcome for today is to a look at assets holistically, understand how leveraging your current systems can work and what is available.
Look at assets holistically– Treat technology, processes, and people as assets.
Understand how leveraging your current systems can work– Establish links between applications and services using an Enterprise Service Bus.– Enable effective integration & re-use of legacy functionality across channels.– Your existing systems are too important and would be very costly to rebuild.
Understand what accelerators, models, and assets are available– Component Business Modeling (CBM), Service Oriented Architecture (SOA) and Model Driven
Architecture (MDA) play an important role in this transformation and the transformation of our largest clients.
– Standards like XML 1 (Open Data), HTML, XHTML (Open Publishing), Web Services (Open Interchange) and J2EE (Open Programming).
Understand the demand and management of the necessary skills– Employees have become an increasingly important issue due to the aging of the workforce and
the shrinking of incoming labor pools.– LIMRA estimates 38% decline in full-time affiliated agents.
1. WBI Insurance Adapter for ACORD XML V1.0. Enables business applications to send and receive business data and events asynchronously. A broker or server can exchange business objects with applications that send or receive data in the form of ACORD XML messages.
Global Business Service
© 2009 IBM Corporation
focused on your success
4 Luke D. Kelleher: [email protected] | David S. Lipien: [email protected]
Agenda
Planned Session Outcomes
Trends - 2020
Assets and Solutions– Insurance Self Service, Operations of the Future and Customer Insight.
Deep Dive into Insurance Self Service– Business Drivers
– Approach
– People
– Process
– Technology
– Lesson Learned
Cases
Global Business Service
© 2009 IBM Corporation
focused on your success
5 Luke D. Kelleher: [email protected] | David S. Lipien: [email protected]
Consumer expectations, operations, business performance and regulation are the four mega trends shaping the industry now and years to come.
ConsumerExpectations
Insurance Operations
Business Performance
Regulation
Megatrend Current Implications
Active and informed consumers across demographic groups reward non-traditional operators
Customer centric marketing is key – 360 Degree view of the client.
Technology virtualizes the value chain and lowers barriers to entry
Componentize business services to create an "assembly line“.
Insurance products are dynamic and provide more consistent performance
Pure standarization only creates cost differentiation, not quality. Think out of the box.
Regulatory coordination and affirmed industry standards broaden to international scales 1
Promote data quality and clarity. What would you do in a world without regulation?
2020
Source: 2020 Mega Trends: IBM Institute for Business Value | 1. http://www.cmcrossroads.com/content/view/7908/120/
Rob Henrikson CEO, MetLife 08‘ Investor Conference: “Substantially reducing costs, while investing more in application development to further drive customer value.”
Global Business Service
© 2009 IBM Corporation
focused on your success
6 Luke D. Kelleher: [email protected] | David S. Lipien: [email protected]
Agenda
Planned Session Outcomes
Trends - 2020
Assets and Solutions– Insurance Self Service, Operations of the Future and Customer Insight.
Deep Dive into Insurance Self Service– Business Drivers
– Approach
– People
– Process
– Technology
– Lesson Learned
Cases
Global Business Service
© 2009 IBM Corporation
focused on your success
7 Luke D. Kelleher: [email protected] | David S. Lipien: [email protected]
Assets delivered as well defined solutions meeting today’s challenges are insurance self service, operations of the future and customer insight.
1. Insurance Self Service (B2C or B2E):• provides carriers with the ability to rapidly deploy a website (portal) that will provide both Agents and
Consumers with an easy to use, real-time, highly personalized access point to the carrier’s new business and support functions.
2. Operations of the Future:• enables a carrier to automate the processing of inbound documents and service requests. The approach is
to automate business processes – from receipt of paper to production of output. The solution recognizes inbound mail documents, converts them automatically to XML transactions, where they are processed through Websphere Process Server by using exposed business services.
3. Customer Insight:The foundation for facilitating and optimizing the information driven, customer oriented processes related to marketing, sales, service and compliance across the financial services enterprise.
Channel Management
Customer Relationship Management
Marketing Product Operations
Policyholder Acquisition Underwriting Policy
AdministrationClaims
Management
Enterprise Resource Management
Solutions Across the Insurance Value Chain
Global Business Service
© 2009 IBM Corporation
focused on your success
8 Luke D. Kelleher: [email protected] | David S. Lipien: [email protected]
Agenda
Planned Session Outcomes
Trends - 2020
Assets and Solutions– Insurance Self Service, Operations of the Future and Customer Insight.
Deep Dive into Insurance Self Service– Business Drivers
– Approach
– People
– Process
– Technology
– Lesson Learned
Cases
Global Business Service
© 2009 IBM Corporation
focused on your success
9 Luke D. Kelleher: [email protected] | David S. Lipien: [email protected]
We will take the Insurance Self Service Solution and discuss the assets across technology, process, and people.
Agent Marketing Customer
Links priorities to
product Asses risk
Conducts manual underwriting
Presents illustrations
Conducts interview with
agent
Underwriting
Creates campaigns and notifies agents
Conduct interview
Carrier
Prioritizes needs
Renders decision
Complete applicationBusiness Participant
Servicesvia internet
Tom Wilson, CEO Allstate 07’: “We will grow Allstate by focusing on the consumer in an industry that is not known for innovating to meet consumers' changing needs. Our vision is to reinvent protection and retirement for the consumer“
Global Business Service
© 2009 IBM Corporation
focused on your success
10 Luke D. Kelleher: [email protected] | David S. Lipien: [email protected]
Computing has become increasingly pervasive across all aspects of a consumer’s life, significantly changing relationships with financial firms.
Today’s customers are more savvy and have heightened expectations for how they interact with financial services companies through a variety of touchpoints.
Widespread broadband connectivity and pervasive computing are resetting expectations and introducing new opportunities to financial services firms.
Old notion of “channel” is being replaced by more fluid customer “touchpoint” relationship model, supported by the growth in the number and use of mobile digital devices.
Broadband & Pervasive
Touchpoints
Web 2.0 & Social Networking / Collaboration
Enabling Technologies
79% of consumers will commit to a deeper product or service relationship with a brand after a satisfying experience1.
1. LaValle, Steve and Brian Scheld. “CRM Done Right: Executive handbook for realizing the value of CRM.” IBM Global Business Services
Global Business Service
© 2009 IBM Corporation
focused on your success
11 Luke D. Kelleher: [email protected] | David S. Lipien: [email protected]
Behavioral changes of insurance customers suggest that insurers need innovative and non-traditional ways to understand and court different customers.
How will they seek
protection?
Value in 2020
How will insurers court
future policyholders?
Enhance transparency in customer service
Offer consultative approach to sales
Enhance branding for security, advocacy
Provide preservation-based products, services to largest, richest segment
Enhance multi-channel delivery experience, customized care
Offer non-traditional products to satisfy life stage needs
Provide greater access to onsite and remote specialists
Provide high multi-channel use as they transition to later life stages
Offer consultative, collaborative approach to sales, service
Meet convenience expectations
Settle on 1-2 channels
Avoid marketing that relies on behavioural assumptions
Offer on-line services, basic products
Grow with customers who are willing to share info
Provide individual attention with service and product customization
Seek products that match their conservative, cost-conscious approach
Want high-touch service and advice
Demand multi-channel service options
Seek support for transition to wealth preservation, such as transfer and retirement
Taking longer-term approach
Demand support for wealth-building via investments, educational savings, retirement assets
Expect personal control and high level of service
Want products that support major life events (moving, marriage) that trigger financial decisions
Demand that loyalty be earned early
Fit products into hard working, high consumption, minimal savings lifestyle
Technology savvy
15% of population
35% of assets
30% of population
35% of assets
15% of population
15% of assets
20% of population
10% of assets
20% of population
5% of assets
Seniorsb. 1900 - 45
(75+)
Boomersb. 1946 - 64
(56-74)
Gen Xersb. 1965 - 77
(43-55)
Gen Yersb. 1978 - 87
(33-42)
Gen Zersb. 1988 -
(12-32)
Behavioral Change to 2020Radical Gradual
Note: Percent of population and percent of total assets controlled are represented only for people 18 and older. Source: Forrester Research; IBM Institute for Business Value
Ages in 2020
Insurance Customers in 2020: Behavioral Changes
Global Business Service
© 2009 IBM Corporation
focused on your success
12 Luke D. Kelleher: [email protected] | David S. Lipien: [email protected]
Customers expect consistency across channels, reward an innovative service experience - they are ready to interact meaningfully online.
Firms can no longer afford to have poor Web sites (or web strategy) as consumers visit, evaluate, and decide on insurance based on information on-line.
Firms should begin by thinking about a commerce value chain focused on their interactions with customers. Insurers must build a Web presence that attracts customers, and guides them easily and swiftly through interaction, action and reaction.
Forrester: 92% of customers value multi-channel integration and would like all interactions fully harmonized.
Source: “The Online Insurance Imperative: Driving Growth by Expanding Your Online Presence" - ftp://ftp.software.ibm.com/common/ssi/sa/wh/n/gbw03067usen/GBW03067USEN.PDF
Global Business Service
© 2009 IBM Corporation
focused on your success
13 Luke D. Kelleher: [email protected] | David S. Lipien: [email protected]
Asset intensive solutions are constructed by significantly leveraging re-usable assets. The solution & assets used in its construction conform in a standard way.
Composite Business Services
Common Enablers (SCM, Infrastructure)
Industry Specific or Cross-Industry Content: (IAA)
Suite of Products
Ex: Fraud & Abuse Management System (FAMS)
Ex: Comparative Quotes Service (From SEEC)
Industry Framework - Industry Content Packs- Process Models- Information Models- Service Models- Reference Architecture- Adapters / Connectors- Integration Toolkit, etc.
Global Business Service
© 2009 IBM Corporation
focused on your success
14 Luke D. Kelleher: [email protected] | David S. Lipien: [email protected]
With all solutions people are a key assets to the success of the effort, that is especially true of the Insurance Self Service Solution.
Skills – new skills needed and skills shortage:– In a successful Insurance Self Service Solution resources that have both industry and
technology skills are needed.– Computerworld 09’: “Demand for Web 2.0 skills is also driven by the continuing expansion of
business-to-business connections.”
Workforce Demographics– Maturing baby boomers are followed by a much smaller group of generation Xers, making
potential replacements increasingly difficult to find and hire.– According to IBM studies, depending on an insurer’s business strategy and model,
underwriters, claims adjusters, sales professionals, actuaries and others can make a difference of between 10%-20% annual growth as well as have an impact on underwriting profit and loss.
Global Delivery– Cost pressures, increased speed to market, hot skills, skills shortages and demographics is all
causing this to be even more important.
Vendor Management– Typically in asset based solutions you are dealing with integration, conversion, packaged
software and teams located globally.
The keys to success in managing a global delivery model are: PM Fundamentals, focus on people, use of standards, defined reporting metrics, leveraging technology, leveraging global competencies, taking ownership and accountability and remembering the value of iterations.
Global Business Service
© 2009 IBM Corporation
focused on your success
15 Luke D. Kelleher: [email protected] | David S. Lipien: [email protected]
Process will also play an important part in minimizing spend, increasing speed to delivery and providing a level repeatability and quality.
Global Business Service
© 2009 IBM Corporation
focused on your success
16 Luke D. Kelleher: [email protected] | David S. Lipien: [email protected]
Business & Financial
Management/Infrastructure
Manufacturing/Product
DevelopmentRelationshipManagement
Business Acquisition & Retention
Risk ManagementPolicy
Administration& Services
Group Administration
Business Strategy
Direct
Execute
Control
Product Portfolio Strategy
OperationsManagement
AndPlanning
GroupStrategy
Business
Activity
Level
Customer Relationship
Strategy
Reinsurance Strategy
Market and PromotionPlanning
Benefit Payments
ClaimsManagement
Strategy
Miscellaneous Payment Planning
Treasury
Investment Strategy
Facilities Management
Asset Management
Business ProcessManagement
Investment/CapitalManagement
Audit Procedures
External Reporting
Procurement/Vendor Management
Customer Information Profile
Prospect Information Profile
3rd Party InformationProfile
Dist/HierarchicalProfile
Financial/SpecialistAdvisor
CampaignExecution
CorrespondenceHandling
Communications
Contact Servicing/Service Centers
Public Relations
Channel/ClientEducation Delivery
IllustrationsRisk Rat ing
UnderwritingDecisioning
ReinsuranceTreaties
Regulatory and Compliance
Reporting
ProductDevelopment
Internal/External
Product Setupand
Maintenance
Reinsurance/Coinsurance
Program
Product Education
ContactManagement
Correspondence Management
Brand Management
Channel ManagementCustomer
Management
Risk Compliance,Legal Monitoring
Establish Reserves
Monitor Loss Reserves
Underwriting Management
Customer ProfitabilityAnalysis (Review)
Cash Management
AR/AP
Financial Reportingand Controls (GL)
Audit
Human Resources
TechnologyManagement
Learning/Knowledge Services
Facility Operations
Security Services
Financial AdvisoryTools
Sales Support
New Business Processing (Application)
Renewals Processing
Producer/Hierarchy Compensation
ProcessingPolicy
Changes
Surrenders/Maturities
Loans and Dividends
Payment Processing(Disbursements)
Evaluate Claim(Loss)
Process Claim
Investigate Claim(Loss)
Fraud Investigation
Settle Claim
OperationsManagement
Controls
Account Installation
Account Management
Product Management
Internal/External
Actuarial Pricing Analysis
Concept SellingStrategy
PropositionStrategy
Product Planning
Dist. Partners Relationship
Strategy
BrandStrategy
Risk, Compliance, Legal Management
Reserve Management
CatastrophePlanning
Distribution/Compensation
Strategy
Client AssetRetention Strategy
PromotionManagement
Market Research/Segment Analysis
CampaignManagement
Producer Portfolio Analysis
Cancellations And
Lapsing
Billing
Collections
3rd Party Collections
Claims Litigation
Fraud Management
MiscellaneousPaymentsStrategy
ProcessingPolicy
Changes
Cancellations And
Lapses
Billing
Collections
3rd Party Collections
Category Business & Financial
Management/Infrastructure
Manufacturing/Product
DevelopmentRelationshipManagement
Business Acquisition & Retention
Risk ManagementPolicy
Administration& Services
Group Administration
Business Strategy
Direct
Execute
Control
Product Portfolio Strategy
OperationsManagement
AndPlanning
GroupStrategy
Business
Activity
Level
Customer Relationship
Strategy
Reinsurance Strategy
Market and PromotionPlanning
Benefit Payments
ClaimsManagement
Strategy
Miscellaneous Payment Planning
Treasury
Investment Strategy
Facilities Management
Asset Management
Business ProcessManagement
Investment/CapitalManagement
Audit Procedures
External Reporting
Procurement/Vendor Management
Customer Information Profile
Prospect Information Profile
3rd Party InformationProfile
Dist/HierarchicalProfile
Financial/SpecialistAdvisor
CampaignExecution
CorrespondenceHandling
Communications
Contact Servicing/Service Centers
Public Relations
Channel/ClientEducation Delivery
IllustrationsRisk Rat ing
UnderwritingDecisioning
ReinsuranceTreaties
Regulatory and Compliance
Reporting
ProductDevelopment
Internal/External
Product Setupand
Maintenance
Reinsurance/Coinsurance
Program
Product Education
ContactManagement
Correspondence Management
Brand Management
Channel ManagementCustomer
Management
Risk Compliance,Legal Monitoring
Establish Reserves
Monitor Loss Reserves
Underwriting Management
Customer ProfitabilityAnalysis (Review)
Cash Management
AR/AP
Financial Reportingand Controls (GL)
Audit
Human Resources
TechnologyManagement
Learning/Knowledge Services
Facility Operations
Security Services
Financial AdvisoryTools
Sales Support
New Business Processing (Application)
Renewals Processing
Producer/Hierarchy Compensation
ProcessingPolicy
Changes
Surrenders/Maturities
Loans and Dividends
Payment Processing(Disbursements)
Evaluate Claim(Loss)
Process Claim
Investigate Claim(Loss)
Fraud Investigation
Settle Claim
OperationsManagement
Controls
Account Installation
Account Management
Product Management
Internal/External
Actuarial Pricing Analysis
Concept SellingStrategy
PropositionStrategy
Product Planning
Dist. Partners Relationship
Strategy
BrandStrategy
Risk, Compliance, Legal Management
Reserve Management
CatastrophePlanning
Distribution/Compensation
Strategy
Client AssetRetention Strategy
PromotionManagement
Market Research/Segment Analysis
CampaignManagement
Producer Portfolio Analysis
Cancellations And
Lapsing
Billing
Collections
3rd Party Collections
Claims Litigation
Fraud Management
MiscellaneousPaymentsStrategy
ProcessingPolicy
Changes
Cancellations And
Lapses
Billing
Collections
3rd Party Collections
Category
The important aspect of the Insurance Self Service Solution is the process assets are built and refined with every engagement.
CBM creates an integrated and flexible framework using a common language for multiple purposes and ensures consistency with strategic direction.
Use Cases and Use Case Diagrams.
Process Models.
Factory Approach to Delivery.
Release Management Standards 2 and Approach.
IBM Unified Method Framework ™ (the Method) – a technical method that supports a wide range of projects how an emphasis on Work Products that define a standard set of outcomes for services delivery will help lead you to success.
Customer
UC3 Generate
Quote
UC4 Purchase Quote
UC7 Endorsemen
t
Insurance Company
UC5 Process External Reports
UC1 Capture Person
UC2 Capture Asset
UC8 Post Purchase
UC6 Capture Payment
UC9 Account Management
UC3.1 Anonymous
Quote
UC3.2 Known User
Quote
UC3.3 Save Quote
UC3.4 Retrieve
Quote
UC9 1 L i
UC8.1 Person Inquiry
UC9 4 Retrieve
UC8.3 Capture First Notice of
Loss
UC8.4 View Claim History
UC8.5 View Claim Status
UC8.2 Claim Inquiry
UC7.21 Cancel
UC7.22 Reinstate
UC7.20 Renew
UC1.1 Capture Primary Person
UC1.2Capture
Additional Person
UC1.3 Capture
Household History
UC1.4 Capture License History
UC1.5 Capture Accident HistoryUC1.6
Capture Violation History
UC1.7 Capture
Insurance History
UC1.8 View Person
Summary
UC2.1 Capture
Asset Information
UC2.2 Asset Pre-Filled
Information
UC2.3 Asset-Person
Assignment
UC2.4 View Asset
Summary
UC3.5 View Quote
Summary
UC3.6 View Coverage Summary
UC3.7 View Quote
Compare
UC5.1 Process CLUE Reports
UC5.2 Process MVR Reports
UC5.3 Process Misc Reports
UC5.4 Order CLUE Reports
UC5.5 Order MVR Reports
UC5.6 Order Misc Reports
UC8.6 View Policy
SummaryUC8.8 View
Asset SummaryInsurance Company
UC9.5 Modify Billing
UC7.1 Person Inquiry
UC7.2 Person Update UC7.19 View
Policy Summary
UC7.18 View Coverage Summary
UC7.17 View Asset
Summary
UC7.16 View Person
Summary
UC7.3 Modify Person(s)
UC7.4 Modify Violation(s)
UC7.5 Modify Accidents(s)
UC7.6 Modify Household
UC7.7 Modify License
UC7.8 Modify Insurance
UC7.9 Modify Asset(s)
UC7.12 Modify Discount(s)
UC7.11 Modify Coverage(s)
UC7.13 Modify Lessor
UC7.14 Modify Financial Parties
UC7.15 Modify Interested
Parties
UC7.10 Modify Person
Assignment
Customer
UC4.2 Capture
Asset Adtl Information
UC4.1 Capture
Person Adtl Information
UC4.4 Capture Financial Parites
UC4.5 Adtl Interested
Parties
UC4.6 View Purchase
Confirmation
UC4.3 Capture Lessor
UC4.7 View Policy
Summary
UC4.8 Print Temp Proof of Insurance
UC4.9 Credit Warning
UC6.1 Capture Debit/Credit
Payment
UC6.2 Capture ACH Payment
UC6.3 Schedule
Installment Payment
UC6.5 View Payment
Status
UC6.6 View Payment History
UC6.4 Print Payment Receipt
UC6.6 Request Refund
UC6.7 View Refund Status
Life Insurance CBM B2C Use Case Diagram B2C Use Case Inventory Process Models
1. "How a factory development model can help insurers gear up for success" - GBW03001-USEN-00.pdf , D.Lipien and J.Kelly IBM POV
2. http://www.ibm.com/developerworks/rational/library/06/0925_lipien-haines-gan/index.html
Global Business Service
© 2009 IBM Corporation
focused on your success
17 Luke D. Kelleher: [email protected] | David S. Lipien: [email protected]
Somewhere in the middle of the world of process and technology we have the Industry Reference Architecture Framework and a System Context…
Industry Reference Architecture FrameworkIndustry Reference Architecture FrameworkInfrastructure
Req
uire
men
ts
ClientServices
InteractServices
ProcessServices
IntegrateServices
ContainerServices
RulesServices
InfoServices
Security and Systems Management
Development
StrategyChannelStrategy
MarketSegmentation
Strategic Statement and Goals
ProductStrategy
Business
Roles Channels BusinessProcess
BusinessServices
BusinessComp
BusinessRules Info
Application
Actors UserInterface Workflow Domain
ServicesSoftware
CompApp
Rules Data
Global Business Service
© 2009 IBM Corporation
focused on your success
18 Luke D. Kelleher: [email protected] | David S. Lipien: [email protected]
The system context asset helps to demonstrates the breath, complexity and integration needed for the solution to both fresher and legacy components.
Quote
Service Policy
BillingPurchase
Claims
Sales Management
Book of Business
Agent Mgmt
Shopping
Products BeingConsidered
ProductsChosen
PurchasedPolicies
Policy Modifications Purchased Policies
Purchased Policies
Claims System
Billing System
Op’s of the Future
Policy Admin System
Rating System
Product Mgmt
Consumer Info
CustomerInformationFile
Commission SystemCRM System
Policy Admin System
Self Service Solution is in Blue Ring. Other systems are out of scope for the solution, but are pre-req’s
Pipeline Updates
Global Business Service
© 2009 IBM Corporation
focused on your success
19 Luke D. Kelleher: [email protected] | David S. Lipien: [email protected]
People and the process help to enable the technology assets by which the Insurance Self Service Solution can be built.
IBM WebSphere Portal: – A key “people part” of any service orientation is to allow people to interact with the on demand
world in a personalized way – to automatically get the dynamic information they need. With IBM WebSphere Portal, people can quickly execute business processes using composite applications built on SOA principles. They can collaborate with portal users to make faster decisions.
IBM Tivoli Identity Manager: – With the openness of an SOA environment — integrating formerly separate domains of
authorization and control — specific technology solutions are required for the secure management and protection of information. Tivoli implements a security-rich SOA environment, delivering comprehensive identity management, improved compliance support, reduced administration costs, and an enhanced user experience based on single sign-on and convenient access to multiple services.
IBM Rational ClearQuest:– A workflow automation tool. Have a single view of the releases scheduled for a given time
frame (day, week, month, year). Run complex relational queries based on management requirements and produce Metrics. Have access to the most current Release information. Have a more granular view of issues, risks, defects, deployment requests and change requests to a given release. Move towards a more mature software configuration management process. Support and enable regulatory requirements like the Sarbanes-Oxley (SOX), through tracking, history collection, sign-off mechanisms and other programmatic and custom capabilities of the tool.
Global Business Service
© 2009 IBM Corporation
focused on your success
20 Luke D. Kelleher: [email protected] | David S. Lipien: [email protected]
As Gary Wendlandt New York Life recently said …“As with most things in life, when things seem too good to be true, there’s usually a problem lurking”.
Key questions will need to answer across the value chain from high-level strategy to detail:
1. Are there existing services and/or functions built across other channels that can be leveraged in the online channel (such as a quoting service/process or a payment processing service/process currently supporting the agency or call center channels)?
2. How will rate comparisons and product integrity be ensured across all channels?3. If saving and retrieving a quote is part of the feature function set – what are the rules related to external data
orders (e.g. Values Transmittal – ACORD TX1212) and product changes?4. Maintaining accurate data and site currency is a large part of that standard. Jacob Neilson’s ten things to
consider for commerce websites provide excellent guidelines in this area 1.5. What is the cross-browser and cross device (mobile, kiosk, etc.) development and testing strategy? 4
6. How will integration to back-end systems and services be handled (e.g. change management, up-time and enterprise release management)?
7. Will the site be developed by geographic state, or by a standard “vanilla” state? What are the by-state and/or base state requirements? How will deltas or complexities of each state be categorized and managed?
8. How will dates be handled (leap year, timestamps across systems and servers, geographic time zone conflicts, etc)?
9. What will be the security protocols to handle sensitive personal information (SPI), encryption decryption, SSL, payment collection, and terms and conditions?
10. Do not forget about post deployment tasks like web search optimization and analytical metrics.
1. Nielsen, Jakob. Heuristic evaluation. In Nielsen, J., and Mack, R.L. (Eds.), Usability Inspection Methods, John Wiley & Sons, New York, NY.
2. For example when Google Chrome was released it captured 1% of the browser market share in less that 24 hours. www.computerworld.com.au/index.php/d;678159717;fp;4;fpid;535331
Global Business Service
© 2009 IBM Corporation
focused on your success
21 Luke D. Kelleher: [email protected] | David S. Lipien: [email protected]
Agenda
Planned Session Outcomes
Trends - 2020
Assets and Solutions– Insurance Self Service, Operations of the Future and Customer Insight.
Deep Dive into Insurance Self Service– Business Drivers
– Approach
– People
– Process
– Technology
– Lesson Learned
Cases
Global Business Service
© 2009 IBM Corporation
focused on your success
22 Luke D. Kelleher: [email protected] | David S. Lipien: [email protected]
Reusable Business Services
Standard Life Assurance is an example of how thoughtful planning and reusable business service helped save the company $3.6M in development costs.
Provide Annuity Details
Verify Identity
Produce Statement
Provide Bank Details
Search and Validate Address
Maintain Self Invested Asset
Maintain Address
Provide Pension Valuation
Send Email
Provide Life Cover Information
Provide Scheme Information
Etc.
Business-to-Consumer (B2C) Business-to-Business (B2B)
Business and IT Challenges– Enhance business channels, while developing new ones.– Anticipate and adapt to the rapid changes in the environment.– Identify common code patterns and maintain design simplicity.
Impact of the Project– 51% of services are reused and showing a development savings of $3.6M.– 40% of the company’s backend transaction come through its SOA (1.6M transaction per day).– 73 service-consuming application running in production.
Source: IBM SOA Compass: Business Value, Planning, and Enterprise Roadmap by Norbert Bieberstein, Sanjay Bose, Marc Fiammante, Keith Jones (Author), Rawn Shah
Global Business Service
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23 Luke D. Kelleher: [email protected] | David S. Lipien: [email protected]
P&C Insurer that is looking to be innovate and capture a multi-channel strategy by following standards, using rapid development techniques and global delivery.
Business and IT Challenges– Looking for new opportunities to grow profitably.– Reuse technical assets and recent web transformation efforts.– Speed to market critical.
Impact of the Project– Exceeded year one sales target by 3%.– Currently on target to exceed year two targets by 36%.– 14 service-consuming application running in production (Quote, Bind, Territory, Auto Info., etc.).
Web 2.0 (AJAX and Web Services)
Confidential: Not Actual Site
Reusable Business Services
Quote
Rate
Bind and Finalize
Household
RatingUnderwriting
J2EE Exposed as Web Service Legacy (via Web Service, PCML, MQ)
Global Business Service
© 2009 IBM Corporation
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24 Luke D. Kelleher: [email protected] | David S. Lipien: [email protected]
IBM understands the challenges facing our insurance clients on-line, and we have the processes, people and technologies to make it a success.
A traditional IBM strength and representative of the broader custom development capabilities
A unique capability within IBM with talents typically found in an Agency model
Capabilities that provide industry specific
analyses and drive application solution
development
IBM Interactive is one of the world’s leading digital agencies with strengths in visioning, designing, implementing and deploying creative solutions. Advertising Age has released its agency report for 2008, and IBM Interactive is recognized as the 5th highest rated interactive agency globally.
Global Business Service
© 2009 IBM Corporation
focused on your success
25 Luke D. Kelleher: [email protected] | David S. Lipien: [email protected]
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