Task – Back Office Processing | Management Operating System Implementation

Implement a consistent approach to managing the back office operations across two recently merged financial services organisations.

Project activity involved:

  • Building an understanding of the work and associated work performance standards.
  • Establishing an active and engaged management behavioural model that ensured frontline managers had greater visibility and control of the work.
  • Implementing pragmatic visual management solutions across all teams, providing improved awareness and transparency of team performance to all managers, team members and stakeholders “on the floor” using consistent and operationally tangible metrics across all teams.
  • Developing a Management Operating System model and technical elements from foundation principles that integrated with extant client reporting systems and support structures, whilst being “fit for purpose” across diverse areas ranging from administration to underwriting and claims assessment – areas historically seen as being “too technical” to be managed through an operations management paradigm.
  • Implementing the established Management Operating System model in operations teams as well as complementary training of relevant shared services/supporting teams in the model.
  • Supporting the client organisation across all aspects of change management through an integrated project approach involving client-management leadership, heavy communications and workforce engagement across all organisational levels.

Insight – Achieving consistency in the approach to management of an organisation’s operations drives greater performance improvement than detailed tailoring of technical elements to fit every nuance in every area.

Result – 25% reduction in labour costs with concurrent service performance uplift from “Day 3” to “Day 1” processing and 40-75% reduction in overdue volumes.

Task – Back Office Processing | IT Implementation

New IT tools full capability was not completely understood, nor the effort required for a successful roll out.

Project activity involved:

  • Leveraged previous work and installed management behaviours to evaluate new system’s ability to deliver on business need.
  • Aligned assessment of current state of rollout and the areas of greatest risk.
  • Gap analysis of management behavioural interaction needs and system capability.
  • Assessed ability to provide accurate and timely KPI’s and relevant to process management.
  • Action plans to mitigate or address the risk in the short and medium term.
  • Ability to liaise with vendor on the specifics of what needed to be done to bed down the installation.
  • Clarity on the need for backing behavioural models and operational KPI’s to ensure continuation of the process performance gains made to date.

Insight – Never lose sight of other or previous initiatives. Aligning new initiatives to previous intent/outcomes sends a powerful message.

Result – Local management provided with a plan of action to target changes.

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