COPE Update The Common Enablers PortfolioSupporting 2014 Strategy

Gary EastwoodDirector, IS Transformation &Common Enablers Leadership Team Chair

November 16, 2010

Agenda • Review today’s objectives

• Strategy 2014 and the employee & customer experience

• Common Enablers portfolio

• Ensuring success

• Questions

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Today’s Meeting Objectives

In today’s session we will cover the following:Share what we’re doing to help enhance the experience for both our customers and employees, and how the Common Enablers portfolio is foundational to both TP and corporate initiatives, as well as every-day operationsShare information about three projects from within Common Enablers which will help deliver a better customer and employee experience

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2014 Strategy

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Common Enablers Projects• Will give ICBC’s employees, business partners

and customers things like:

• modern systems and technology

• a common business language

• better access to (often paperless) information

• new communications tools

• standardized business standards and processes

Projects that deliver capabilities required by one or more clusters

Pricing

Customer Relationship

Claims

CommonEnablers

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Building the capability within the organization to deliver TP Building a foundation of supporting technology common to all clusters Supporting customer, employee, and partner access to systems and

information

Common Enablers

• Implement resource and demand management capabilities using tools such as Changepoint(Integrated Planning – Phase 1 completed)

• Prepare a multi-year system and technology renovation / upgrade plan(Technology Alignment - completed)

• Establish a standardbusiness analysis approachand supporting processes(Enhanced Business Analysis - completed)

• Deliver improvements to testing processes, roles, tools, and environments to enable more effective introduction of new technologies.(Testing Practices)

Building the capability within the organization to deliver TP:Building the capability within the organization to deliver TP:

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TP Projects: Common Enablers

• Begins the replacement

of obsolete technology with a new content

management solution(Microfiche Replacement)

• Develop an informationstrategy to supportreporting within andacross businesssolutions, andimplement appropriate business intelligence and reporting technology to support the strategy (INFO – Business Information Project)

Building a foundation of supporting technology common to all clusters:Building a foundation of supporting technology common to all clusters:

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TP Projects: Common Enablers

• Provide a framework to enable the integration of new and existing systems

and technologies in our evolving technical and business environment

(Integration Services)

• Provide secure, single sign-on capability to ICBC employees,

customers, partners, and brokers)

(Enterprise Identity Management)

• Implement tools, components, and telecommunications

capacity to support TP business communications and workforce

needs(Communications

Infrastructure)

• Create a better intranet and tools to support thedistribution of informationto employees(Employee Portal Foundation)

• Create an online learning tool for employees and partners(Learning Management)

Supporting customer, employee, and partner access to systems and information:

Supporting customer, employee, and partner access to systems and information:

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TP Projects: Common Enablers

Technology Alignment Strategy and Strategic Principles for Transformation

• Built to order…

• Many custom developed applications to deliver business functionality

• Complex custom interfaces

• Heavy reliance on legacy technologies (e.g., PL/I, IMS)

• … But also key building blocks for the future (e.g., SAP)

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Claims Portfolio

InsurancePortfolio

Driver Licensing Portfolio

Technology: Current State

What is it? • Will guide technology

-related decisions over the course of the transformation journey

• Establishes technology vision and strategic principles

• Defines a set of working and future decisions

• Describes governance process for technology

Technology Alignment Strategy (TAS)

Increase Long-term Business Agility

Manage Complexity

• Acquire commercial off-the-shelf (COTS) solutions to speed delivery• Exploit out-of-the box functionality• Avoid custom building and customization. Configure as required

• Standardize on 3-4 major solutions (e.g. CMSS, SAP)• Decommission old processes and systems• Share enterprise-wide services

• Modern, intuitive systems • Change business processes to leverage package functionality• Adopt industry best practice• Align to vendor’s product vision

What does this meanto you?

• Use major solutions wherever possible• Limited coexistence period• Shared information standards• Align on common services

Guidance – Strategic Principles

• Perceptions of more choice• Improved integrated services and products

experience• In the future, more online services – ease of

doing business

What does this mean for our external customers?

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What does this mean for our employees?

Staffing• Industry standard skill

sets• Greater ability to hire• Retirement risk

mitigation

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• Moving to industry standard practices

• Improved agility and speed implementing change

• Richer user experience

• Embracing change

Internal Customer Experience

Employee Portal Foundation Project (EPFP)

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• A gateway – providing quick access to the tools and information employees need to deliver superior customer service

– EPFP is building the foundation – will ultimately replace the current Hub

What is it?

Employee Portal Foundation Project

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The Hub

100,000 total pages

Oct 2010

1999

2005

• Over 5000 users

• 400 sites

• 100,000 pages

• 150 policies & manuals

• 850 forms

The Hub has really grown over the years…

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• Poor organization

• Hard to find – or trust – information

• Search tool ineffective

• Outdated or duplicated content

• Inconsistent look and feel

• No effective methods for communicating and collaborating

The Hub

100,000 total pages

Oct 2010

1999

2005

… resulting in a number of pain points

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The Hub

100,000 total pages

Oct 2010

1999

2005

“Where is that address?!

I have a customer waiting…”

… resulting in a number of pain points

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“We hide info by using

different labels and different locations for

similar content”

(Click to play movie)

Employee experience gaps: Consistency

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Employees’ Time ✗ “I looked for the answer for 30 min and gave up.”

Customer Service✗ The right expertise is not readily available to

our employees when customers ask for it

✗ We can’t be active participants in addressing the needs of the company

Collaboration✗ No way to empower people to interact and build knowledge communities at ICBC

How does this problem impact us?

INTRANET:INTRANET:CURRENT STATECURRENT STATE

Create a more consistent, predictable and successful user experience through:

1. A new consistent navigation, consistent page layouts, and improved search

2. A content management system with a publishing workflow to automate governance

3. A single content repository with multiple access points to eliminate content redundancies and inconsistencies

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Mandate of EPFP

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Pricing

Customer Relationship

Claims

CommonEnablers

Employee Portal

FoundationProject

There are a variety of new capabilities delivered through the

Employee Portal

Personalized Tools

Search

Governance

Directory

CollaborationContent

Communication EPF

What will we be getting?

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Improving Customer Perception

Improve Employee Experience

Maintain Financial Stability

Providing access to information and tools consistent with the key customer touch points

Providing avenues to gather employees’ input and foster dialogue across the corporation

Supporting learning and development initiatives

Helping to build a culture of recognition

Providing direct and efficient access to the tools, information and expertise employees need to serve their customers

Bringing the branded experience to employees

Supporting employee interactions with our customers

Connect with experts more easily

How does this help employees succeed?

What’s changing

• Hub home page

• New search

• People directory

• Collaboration tools

• Process & content publishing guidelines

• New branded pages

What’s not changing

• Employee portal doesn’t change any Applications

• Access to divisional tools – no impact

• Access to critical systems – no impact

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June 2011 Employee Portal Launch

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• Spending less time searching for information

• Information is reliable and up-to-date• Connect with experts more easily• Learning to use new technology in

preparation for upcoming systems changes

• Training and support for content authorsEmployees are better supported in serving

customers

In summary: a few key benefits

Learning Management System Project (LMSP)

What is LMSP?

• Technology that will improve the learning at ICBC– Includes a new system for finding, delivering and

tracking learning– Includes an authoring tool to develop learning

• Our commitment to delivering learning and development as part of the employee experience

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http://www.youtube.com/watch?v=-JTc9HeTh1A

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Highlights of Video

• Technology has impacted the efficiency of learning for everyone

• The sky’s the limit: What do you want to learn?• Learn how to continue to learn• Facilitates continuous learning• Passion + technology = unlimited learning and

knowledge

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LMSP – Why do we need it?

Today:• It currently takes us 3-6 months to develop a

simple online tutorial• Limited ability to deliver learning outside of the

classroom• A lot of effort spent on manual administration of

registration, charge-backs and maintaining education records

• There is poor ability to track learning and provide individual development opportunities

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Today’s challenges:

• Significant systems and business process changes– The need to train employees and partners

• The potential knowledge loss due to demographics

• Our operations are spread across the Province

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Why Change?

• Improve employee experience• Enable and support TP• Deliver a consistent learning and development

experience

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Impacts of Project

For Employees

• Access to more training opportunities• Options for how to receive training• Improved learning experience

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For External Customers

• No direct impacts to but employee training will benefit customers and business partners

Anticipated delivery by Q3/4 of 2011

What’s changing

• New authoring tool

• New ways to access training

• Course search function

• Manual time and money entry for learning

• Tracking learning consistently

What’s not changing

• Broker learning management (at least for now)

• Communication infrastructure

• ICBC’s commitment to learning

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• Ability to create learning content quickly• Better access to training• Improved learner experience• More consistent tracking of learning• Learning linked to professional development• Less manual administration

… Employees are better supported in serving customers

Benefits

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Questions?