Bank of the West–Creating a Culture of Continuous Improvement

Overview

Bank of the West, a prestigious financial institution, engaged our consultancy to instill a culture of Continuous Improvement amidst a challenging backdrop. The bank grappled with a 50% surge in workload volumes, yet without the luxury of adding additional personnel. Our mandate: To implement strategies that would not only accommodate this surge but also enhance overall operational efficiency.

Areas of Strategic Focus

  • Process Mapping & Analysis: Understanding and refining the bank’s existing processes was foundational to identifying opportunities for efficiency gains and workflow optimizations.

  • Workload Balance & Efficiency Metrics: In an environment with fixed personnel resources, achieving a balanced workload, adhering to Takt time, and segregating Value-Added from Non-Value-Added activities became pivotal.

  • Performance Monitoring: Introducing a comprehensive Dashboarding/Performance Measurement system was integral to ensure the bank could monitor, iterate, and sustain improvements over time.

Challenge

The landscape was clear and formidable: manage a substantial increase in workload without the ability to proportionally increase the workforce. This scenario required a paradigm shift, moving away from traditional banking operations to a model rooted in continuous improvement and efficiency.

Strategic Approach

Utilizing a Kaizen event, a methodology renowned for driving rapid improvements, we encompassed various tools and techniques such as flow analysis, Balanced Workload strategies, VA/NVA analysis, and more. Every facet of the bank’s operations was meticulously analyzed, refined, and optimized to meet the demands of the increased volume.

Impact & Outcome

Our collaborative endeavor with Bank of the West yielded remarkable results. Productivity soared by over 50%, enabling the bank to comfortably absorb the increased volume. Most notably, this significant uptick in efficiency did not come at the expense of quality; the bank continued to uphold and even exceed its quality commitments.

Liberty Mutual–Claims Contact Center Integration

Overview

In a pivotal engagement with Liberty Mutual Insurance, our consultancy was appointed to serve as both Integration Process Consultant and Project Manager for the Claims Contact Center integration following the merger with Safeco Insurance. The task was to adeptly oversee the fusion of a six-site claims contact center. Within a challenging timeframe of four months, we seamlessly integrated systems, telephony, staffing, training, and management for a robust 420-person contact center.

Areas of Strategic Focus

  • Project & Process Management: With the merger’s complexity, there was an acute need for meticulous project management and streamlined process engineering to ensure a smooth integration across the diverse centers.

  • System & Telephony Integration: Given the scale of the contact centers, it was paramount to flawlessly integrate disparate systems and telephony solutions, thereby ensuring operational consistency post-merger.

  • Staffing & Training: The human element was key. Properly staffing the integrated contact center and ensuring comprehensive training was vital to uphold the service standards both Liberty Mutual and Safeco Insurance are renowned for.

Challenge

Integrating multiple claims contact centers in the aftermath of a merger is a herculean task, laden with intricacies. The integration involved not just technological systems but also the amalgamation of distinct work cultures, methodologies, and operational nuances from both Liberty Mutual and Safeco Insurance.

Strategic Approach

Drawing upon tools such as Project Management and Process Engineering, we devised a comprehensive strategy. Every integration aspect, from system synchronization to training programs, was executed with precision. Special attention was given to “First Notice Of Loss Defects”, ensuring claims processing quality remained impeccable.

Impact & Outcome

Our involvement culminated in the timely and successful integration of the Claims Contact Center, meeting the critical cutover date. Beyond mere integration, the center now operates with enhanced efficiency, evidenced by the achievement of 1.5x the chartered benefits, setting a new benchmark for post-merger operational excellence.

Hartford Insurance Group–IT PMO Maturity

Overview

In a strategic collaboration with Hartford Insurance Group, our consultancy was commissioned to enhance the IT PMO Capability Maturity. Our remit spanned from the development to the implementation of a PMO maturity plan, with a keen focus on bolstering governance, oversight, reporting capabilities, methodology, training, and technology.

Areas of Strategic Focus

  • PMO Maturity Advancement: Central to our mission was the refinement of the IT PMO’s maturity, ensuring Hartford Insurance Group remains at the forefront of industry best practices and delivers optimal project outcomes.

  • Governance & Methodology: The initiative’s success hinged on robust portfolio governance and the establishment of an updated, efficient methodology, aligning projects seamlessly with organizational objectives.

  • Training & Technology: As Hartford Insurance Group progresses, continuous training and technological enhancements became pivotal to ensure the sustained effectiveness and evolution of the IT PMO.

Challenge

Transforming the IT PMO capability maturity within an established entity like Hartford Insurance Group is a nuanced endeavor. Beyond the technological and process shifts, it demands the alignment of teams, methodologies, and tools to achieve a cohesive and elevated PMO capability.

Strategic Approach

Leveraging frameworks and methodologies such as PMO Maturity, Process Engineering, Project Management, and Portfolio Governance, we charted a holistic roadmap for Hartford’s IT PMO evolution. Each phase was executed with precision, ensuring that the PMO’s enhanced capabilities would resonate organization-wide and bring tangible benefits.

Impact & Outcome

Through our concerted efforts, Hartford Insurance Group now witnesses a palpable transformation in its IT PMO. With improved capability, maturity, and consistency, the PMO is better positioned to navigate complex projects, ensuring streamlined operations and value delivery across the board.

Walmart–Business Project Management Methodology

Overview

In an illustrious engagement with Walmart, our consultancy was chosen to spearhead the initiative of formulating and implementing a Business Project Management (BPM) Methodology. Our mandate extended beyond mere conceptualization; it encompassed the meticulous development and delivery of related training, complemented by a comprehensive playbook to guide future operations.

Areas of Strategic Focus

  • BPM Methodology Formulation: Our central directive was the creation of a robust BPM methodology tailored to Walmart’s expansive and dynamic business landscape, ensuring streamlined project management practices.

  • Training & Skill Enhancement: Complementing the methodology, a key deliverable was the development and facilitation of bespoke training modules to ensure seamless adoption and implementation across the organization.

  • Train-the-Trainer Initiative: Recognizing the scale and continued evolution of Walmart’s operations, our approach incorporated a train-the-trainer model, ensuring sustained knowledge dissemination and capability building.

Challenge

Crafting a BPM methodology for an entity as vast as Walmart, while ensuring its successful adoption across diverse teams, posed a complex challenge. Beyond the methodology’s creation, the crux was in fostering an environment of learning, understanding, and seamless application on a grand scale.

Strategic Approach

Drawing upon tools and methodologies like PMO Maturity, combined with bespoke Training Development and Delivery mechanisms, we architected a comprehensive BPM roadmap. Central to this was the “PM101” course, meticulously curated and subsequently deployed to 60 Project Managers. To ensure sustainability and continuous capability enhancement, a train-the-trainer component was integral to our strategy.

Impact & Outcome

Our collaboration with Walmart culminated in tangible, transformative results. With the BPM methodology firmly in place and bolstered by the successful rollout of the “PM101” course, Walmart now boasts an enriched project management ecosystem. The train-the-trainer initiative promises long-term sustainability, ensuring that Walmart remains at the forefront of business project management excellence.

TXDOT–GroupWise to Exchange Migration

Overview

Our consultancy was privileged to collaborate with the Texas Department of Transportation on a mission-critical initiative: the Groupwise to Exchange Migration. Entrusted with the project management, we steered a highly intricate migration, encompassing 650G of data and a user base of 14,000 spanning 220 locations, all executed with precision within a tight timeframe of less than 4 months.

Areas of Strategic Focus

  • Technological Migration: At the core of this project was the imperative to transition from Groupwise to Exchange, ensuring data integrity and operational continuity.

  • Change Management: Given the scale and nature of the migration, our ADKAR Change Management principles played a pivotal role in facilitating smooth transitions and user adaptability across the vast expanse of the department.

  • Time-Efficient Execution: With a significant volume of data and a vast user base distributed over numerous locations, the challenge was not just successful migration but accomplishing this within the set 4-month window.

Challenge

The migration from Groupwise to Exchange for an organization as vast and dispersed as the Texas Department of Transportation presented a multifaceted challenge. Beyond the sheer volume of data and the vast user base, ensuring seamless continuity of operations without disruptions was of paramount importance.

Strategic Approach

Utilizing best-in-class Project Management methodologies in tandem with ADKAR Change Management principles, our team laid out a structured plan for the migration journey. Every step, from initial data assessment to final user transition, was meticulously orchestrated to ensure that the 650G of data and 14,000 users from 220 locations experienced a seamless transition.

Impact & Outcome

The successful culmination of our engagement with the Texas Department of Transportation speaks volumes. The Groupwise to Exchange Migration was executed flawlessly within the stipulated timeframe, showcasing our expertise in managing large-scale, time-sensitive projects. The department now operates with an enhanced technological backbone, ensuring better efficiency and user experience.

Kemper Insurance–IT PMO Maturity Plan

Overview

In a pivotal collaboration with Kemper Insurance, our consultancy was enlisted to elevate the PMO Capability Maturity within their IT domain. Our charter encompassed the design of an IT PMO maturity program and the subsequent execution of projects to both implement and enhance PMO capabilities.

Areas of Strategic Focus

  • PMO Maturity Enhancement: Our central mandate was to advance the maturity of the IT PMO, ensuring it not only meets but exceeds industry standards, thereby delivering optimized project outcomes for Kemper Insurance.

  • Project Execution & Governance: As part of the initiative, precise project management and robust portfolio governance were pivotal to ensure the seamless execution and alignment of projects with Kemper Insurance’s strategic objectives.

  • Change Management: Given the scale of the transformation, a comprehensive approach to change management, utilizing ADKAR Change Management principles, was indispensable to navigate the organizational shifts and ensure buy-in at all levels.

Challenge

Elevating the capability maturity of an IT PMO, especially within a complex organization like Kemper Insurance, presented a set of intricate challenges. It required a blend of technology, process, and people management to ensure that the transition was smooth and that the PMO’s enhanced capabilities were fully realized.

Strategic Approach

Harnessing a suite of strategic tools and methodologies—including Multi-Generational Planning, Project Management principles, PMO Maturity frameworks, ADKAR Change Management, and Portfolio Governance—we devised a comprehensive roadmap for the maturity enhancement journey. Each phase was meticulously planned, ensuring that Kemper Insurance’s IT PMO capabilities were not only enhanced but also sustainable.

Impact & Outcome

Our collaboration with Kemper Insurance has culminated in the successful adoption and deployment of the IT PMO maturity plan. The results are palpable: Kemper Insurance now boasts significant enhancements in project repeatability, reduced cycle times, and optimized resource management, underscoring the efficacy of the maturity enhancement initiative.

Erie Insurance–eDelivery Strategy

Overview

In a strategic engagement with Erie Insurance, our consultancy was appointed to craft and delineate the eDelivery Strategy for the digital distribution of insurance documents. Commencing with an in-depth understanding of current paradigms, our mandate extended to envisioning a future-state where digital delivery is seamlessly integrated into Erie Insurance’s offerings.

Areas of Strategic Focus

  • Digital Strategy Formulation: The primary objective was the conception of a robust eDelivery strategy, ensuring that digital distribution of insurance documents aligns with both technological capabilities and client expectations.

  • Operational Process Transition: As Erie Insurance transitions to eDelivery, redefining and mapping the ‘To-Be’ processes became pivotal to guarantee operational efficiency.

  • Technology & Architecture: Given the digital nature of the strategy, determining the target-state architecture was imperative to ensure a scalable and resilient eDelivery system.

Challenge

The move towards eDelivery in the insurance sector is not just a technological shift, but a comprehensive transformation that touches upon customer expectations, operational processes, and system capabilities. Ensuring seamless integration while maintaining the integrity of sensitive insurance documents presented a nuanced set of challenges.

Strategic Approach

Our methodology integrated multiple tools and approaches, including Stakeholder Analysis to understand and align varied interests, ‘To-Be’ Process Mapping to envision the future operational landscape, Target-State Architecture to determine the technological blueprint, and Multi-Generational Planning to pace the transition effectively.

Impact & Outcome

Through our collaborative efforts, the eDelivery strategy for Erie Insurance has been meticulously crafted and adopted. With the strategy in place and a clear roadmap ahead, implementation is underway, promising a digital transformation that is set to redefine how Erie Insurance connects with its clientele.

Erie Insurance–Corporate PMO Structure, Maturity, and Delivery

Overview

Engaged by Erie Insurance, our consultancy undertook a multifaceted initiative to not only establish a Corporate PMO Structure but to also enhance its maturity and delivery capabilities. Our involvement commenced with a comprehensive PMO Assessment, subsequently supporting organizational change. The engagement is progressing into Phase 3, which is anchored around executing changes to elevate project delivery and maximize benefit realization.

Areas of Strategic Focus

  • PMO Structuring & Maturity: Central to our mandate was the establishment and refinement of a robust PMO structure, aimed at ensuring optimal project management practices and maturity levels within Erie Insurance.

  • Organizational Change Management: As changes were identified post-assessment, it became imperative to facilitate a smooth transition, ensuring organizational buy-in and alignment.

  • Enhanced Project Delivery: Moving into Phase 3, our focus sharpens on the execution of changes aimed at bolstering project delivery metrics and harnessing greater benefit realization.

Challenge

Establishing a PMO within the complex landscape of Erie Insurance, while simultaneously driving maturity and optimizing delivery, presented a rich tapestry of challenges. Beyond the establishment of frameworks, it was essential to ensure that these changes resonated at all organizational levels and were geared towards tangible benefits.

Strategic Approach

Leveraging tools and methodologies such as PMO Maturity Plan, Sponsor Training, Benefit Realization Process Mapping, and Standard Work Training, we embarked on a structured journey. Every phase, from assessment to implementation, was executed with meticulous precision, keeping the end goal – enhanced project management transparency and speed – in clear sight.

Impact & Outcome

Through our strategic partnership with Erie Insurance, significant strides have been made. With improved PMO processes in place, Erie Insurance now benefits from increased transparency in project management and faster execution. This, in turn, ensures that the projects are not just delivered, but deliver value through enhanced benefit realization.

Verisk Analytics–Portfolio/ Program/ Project Planning & Execution

Overview

In an ambitious engagement with Verisk Analytics/ISO, our consultancy was called upon to establish a Project Management Office (PMO) while refining the existing processes of project prioritization and governance. Over a span of six months, Kaeppel meticulously organized a sprawling portfolio of 250 projects, instituted robust governance through a steering committee, and imparted PMO practices training across the organization.

Areas of Strategic Focus

  • PMO Establishment: Recognizing the need for structured project management, our goal was to stand up a PMO that would serve as the nexus of project coordination and execution for Verisk Analytics/ISO.

  • Project Governance & Prioritization: Instituting a clear and efficient governance mechanism, along with robust project prioritization, was identified as a linchpin for optimizing resource allocation and ensuring the alignment of projects with organizational goals.

  • Organizational Training: Ensuring the sustenance and success of the PMO and its processes demanded comprehensive training across the organization, imparting best practices and ensuring a cohesive approach.

Challenge

Managing a vast portfolio of 250 projects, each with its unique demands and stakeholders, and instilling a culture of structured project management across Verisk Analytics/ISO posed significant challenges. The imperative was not just to organize, but to prioritize, ensuring that projects of strategic importance received the attention and resources they warranted.

Strategic Approach

Drawing from a suite of tools, including Project Prioritization Criteria, Steering Committees, Program Sponsors, Project Sponsor Training, and an efficient Project Intake Process, we crafted a strategic roadmap. Through meticulous Design and Build phases, our focus was sharpened on the Top 10 Projects, ensuring they received the requisite support. Additionally, we established a Steering Committee with Governance at the Senior Vice President level, further solidifying the project management framework.

Impact & Outcome

Our engagement culminated in a transformative outcome for Verisk Analytics/ISO. With a newly minted Intake and prioritization process in place, coupled with robust governance mechanisms, the organization now boasts a streamlined project portfolio. The results speak for themselves: projects are executed with greater precision, resources are optimally allocated, and feedback from the client confirms a heightened level of satisfaction.

TIAA CREF–Change Management

Overview

In our esteemed collaboration with TIAA-CREF, our consultancy was entrusted with the significant responsibility of driving Change Management for their Individual Advisory Services Group. Our directive: to seamlessly institute new processes, optimizing operations and enabling resource efficiency.

Areas of Improvement

      • Process Engineering: In the wake of the acquisitions, it became paramount to integrate and streamline multiple finance systems into a singular, cloud-based platform, promoting operational uniformity and efficiency.

      • Change Management: To ensure the successful transition and adoption of this significant shift, a robust approach to navigating organizational change was crucial.

      • Portfolio/ Program/ Project Planning & Execution: Orchestrating such a vast initiative demanded precise planning and execution at various levels, ensuring every phase transitioned smoothly from blueprint to reality.

Challenge

Introducing change within a specialized group like the Individual Advisory Services presents multifaceted challenges. Beyond the imperative of operational continuity, the task was to align teams to novel methodologies while ensuring that service standards remained impeccable.

Solution

Harnessing the potency of ADKAR Change Management, combined with best-in-class Project Management methodologies, our team architected a transformative path for the initiative. The focus was twofold: to streamline processes for peak efficiency and to ensure that these changes were embraced organizationally, leading to tangible reductions in necessary resources.

Outcome

With our expert guidance, the Change Management initiative for TIAA’s Individual Advisory Services Group culminated in a resounding success. The group now benefits from leaner, more efficient processes, resulting in optimized resource allocation without compromising on service excellence.