Our client first came to us for assistance with an end-to-end operational transformation. This mission to revolutionize their back-office operations was born from the realization that their upcoming growth plan would require a more robust operating foundation to achieve targets.
Our initial evaluation included a comprehensive data analysis and process mapping across all business activities and platforms. Using our MegaMap® journey mapping evaluation, we uncovered a pattern of effort duplication and inefficient processes.
We identified 78 opportunities to optimize back-office business processes and workflows, create enormous cost savings, and propel our client to their next growth phase. We uncovered challenges that touched all operational activities, including:
Lack of tech-enablement that consistently required manual resolution
Excessive time and effort waste due to inconsistent onboarding activity management
Business processes had limited documentation, leaving relationships as the sole facilitator of information flow
Limited artifacts and defined processes that led to lapsed and complicated communications
Lack of transparency between teams and understanding of ownership left task incomplete or under par
Utilization of overly skilled resources to manage workflow created substantial waste of critical resources
Our contact center experts developed a strategy for new technology that would streamline and automate the end-to-end process for vetting and onboarding new customers. The result was a custom Power App Automated Digital Working Tool that enabled the client to move through critical functions rapidly, such as vetting and onboarding new customers, and identifying engagements that would not drive revenue.
Powered by power apps, this custom process automation tool is a collaborative digital portal that houses the entire end-to-end onboarding process for new customers. It allows all insurance brokers and underwriters to play their respective roles and manage all onboarding processes within a singular digital workspace.
Now, every potential new customer acquisition process follows one streamlined workflow, historical data is saved, all fields are tended to, and should an unsuitable customer return for consideration at a later time, the entire vetting process can be bypassed based on prior onboarding activities. By optimizing these processes, we identified 11 FTEs the client no longer needed to acquire to enable their upcoming growth plan successfully.
With an enormous workload now automated, we shifted focus to developing a new and critical leadership position for our client’s unique operations: the Engagement Manager. The purpose of the role is to have a single individual that is responsible for the realization of tactical and strategic outcomes activities, projects, and initiatives across all critical business functions. This individual would be the right-hand and force-multiplier to the leaders accountable for the customer ecosystem.
We provided a custom onboarding strategy and support plan to guide the Engagement Manager through their first critical months. This comprehensive guide outlines strategies and tactics to identify and engage stakeholders for relationship building and training, understand the business requirements, set goals, and quickly gain traction so the incumbent could set up a foundation for long-term success in the organization. We included a custom-built “100-Day Success Plan” to provide a role-specific day-by-day onboarding structure that ensured the Engagement Manager was prepared to hit the ground running.
By optimizing the onboarding process, we reduced labor by 11 FTEs that the client had previously forecasted as a critical need to achieve their growth targets. Even without recruiting these additional FTEs, our client was still on track for performance and growth improvements.
Eliminating the 11 now obsolete FTEs and developing the Engagement Manager role to accelerate business success, our client saved over $1M within the first 6 months of implementation.