Organizational change from Hierarchical to Matrix structure to tackle Digital disruption

1. Vision Consulting PITCH
Insurance Company Organizational Change

2. 2
MEET THE TEAM
Aditya Chaudhary
Senior Consultant –
Data Analytics,
Vision Consulting
Quantitative Methods
Digital Disruption
Arunima Gupta
Senior Consultant –
Human Capital,
Vision Consulting
Organizational Behavior
Project Management

3. RISKS AND ASSUMPTIONS
IMPLEMENTATION
PROBLEM
OUR SOLUTION
METHODOLOGY
CONTACT US
AGENDA

4. Making Change Simple
We are here to understand your business and your people and
help you make the most of both. We help create an
environment where change prospers in a sustainable manner.

5. Insurance industry is being
disrupted by digital
Change in consumer
preferences is affecting
business processes
A new tech-savvy, channel
agnostic generation is rising
who expect fast, always
available, interactive
customer service
PROBLEM

6. 6
CLIENT’S APPROACH
Vision Consultants
01
Feature One
Enterprise-wide initiative targeted at innovation and improved
customer experience.
02
Feature Two
Moving to a matrix structure to increase agility and provide quicker
customer response.

7. How many employees in a
matrix organization actually
know what is expected of
them?

8. 20%Matrixed employees
60%Non-matrixed
employees
Source: Revisiting the matrix organization, McKinsey Jan 2016

9. Organizational
Structure Accountability
Governance Culture
PROPOSED
SOLUTION

10. METHODOLOGY

11. TOP-DOWN
APPROACH
People need strong, effective leaders during times of change to
emulate values and practices
Workshops Rotational
Programs
No Dotted Lines Diversity
Training

12. BOTTOM-UP
APPROACH
Employee buy-in is essential when making enterprise-wide
changes
Shadow
Training
Define Roles/
Responsibilities
Open Ideation 360-degree
Feedback

13. IS THE MATRIX EFFECTIVE?

14. IMPLEMENTATION

15. 2017 2017Week 1 3 5 7 9 11 13 15 17
Project Defined
6/9/2017
Stakeholder Sign-off
6/22/2017
Mid-training Feedback Review
8/14/2017
Training Completion
9/4/2017
Project Sign-Off
9/25/2017
6/5/2017 - 6/8/2017
Stakeholder
meeting
6/12/2017Scope/Success criteria 1
6/13/2017Scope/Success criteria 2
6/14/2017 - 6/21/2017Refine project/timeline
6/22/2017 - 6/23/2017Employee communication
7/3/2017 - 9/4/2017Training
8/7/2017 - 8/14/2017Mid-training feedback
9/5/2017 - 9/15/2017Final feedback
9/20/2017 - 9/22/2017Post-training results analysis
PROJECT MILESTONES

16. Vision Consultants 16
ESTIMATED COSTS
0
50000
100000
150000
200000
250000
300000
350000
June July August September
CostinUSD
Cost to Company
External Cost Internal Cost Total Cost

17. WHY THESE Parameters?
Vision Consultants
750%
Net Income Growth of
firms with performance-
enhancing culture
76%
95%
10%
High accountability
scores have 76%
probability of achieving
top OHI score—3X
expected rate
Decision effectiveness
and financial results
correlate at a 95%
confidence level or
higher for every country10% increase in market
valuation for companies
that moved from worst
governance to best
governance practices
17

18. • We are assuming that the challenges being faced with PI will be the
same in CI
• However, in terms of strategy CI will require a greater focus on
improving global coordination to meet needs of multinational clients
• This might change the manner in which departments and managers
within CI interact
• To mitigate this risk we would have early stakeholder meetings to
understand how the matrix in CI differs from that in PI
RISKS AND ASSUMPTIONS

19. Contact Us
Tel: 1-333-222-4567
Email: arunima@vc.com, aditya@vc.com
Site: www.visionconsultants.com
Head Office
Tel: 1-222-555-8265
Email: info@vc.com

20. THANK YOU!

21. Our Sincere Thanks!
References
• https://www.shrm.org/resourcesandtools/tools-and-samples/hr-
qa/pages/doesacompany%E2%80%99scultureaffectorganizationalperformanceandeff
ectiveness.aspx
• http://www.mckinsey.com/business-functions/organization/our-insights/beyond-the-
matrix-organization
• http://www.bain.com/publications/articles/winning-operating-models-for-global-
insurance-companies.aspx
• http://www.mckinsey.com/business-functions/organization/our-insights/revisiting-
the-matrix-organization
• https://www.forbes.com/forbes/welcome/?toURL=https://www.forbes.com/sites/john
kotter/2011/02/10/does-corporate-culture-drive-financial-
performance/&refURL=https://www.google.com/&referrer=https://www.google.com/
• http://www.investopedia.com/articles/fundamental/03/070903.asp