Starting with the End in Mind
Sabrina Prouty
Strategic Consultant, Relationship Management Organization
June 2013
The Powe...
Highlights
1. The Team
2. Our Journey
3. Success Stories - Results
4. How we did it – Case Study
5. Lessons Learned
2
WHAT WE DO
SERVICES
• Consulting
• Collaboration enablement
• Crowdsourcing
• Idea Management
MISSION
WHAT WE ARE AIMING F...
Idea Sources…
According to Gallup, IBM, and
the Institute for Employment
Studies, the best ideas come
from those closest t...
5
Our Roadmap to Results
2Q2011 – 4Q2011
Proof of Concept Campaigns (2)
1Q2013 Results
Results and Recommendations
1Q2012 ...
Results from our journey….
6
7
1DEA Dashboard
Qtrly Trend of Idea Submission Viewing Trends by QuarterUnique Logons & Trend
0
5,000
10,000
15,000
12 13...
OPPORTUNITY
Realize significant portion of the $2.5b worth of
rewards available for improving Humana’s STAR
rating within ...
OPPORTUNITY
Increase associate engagement in four areas of
opportunity identified in an Associate Pulse Survey
CHALLENGE S...
Idea Challenge: Process Improvement
Challenge Objective
Reduce cycle and touch times for Benefits Team
processes.
Challeng...
Idea Challenge: Process Improvement
Challenge Objective
Increase efficiency and effectiveness, and improve
quality within ...
Idea Challenge: Corporate Strategy Alignment
Challenge Objective
Identify simpler ways of doing business by
removing/stopp...
13
How we did it…
IT Case Study
14
Ask
 Identified Director
level sponsor
 Asked questions about
IT culture, previous
collaboration efforts,
and need fo...
1
3
2
4
Idea Selection: Process Overview – IT Challenge
158 Ideas Received
18 ideas for consideration with either
positive...
16
Content:
• Executive Summary
• Trends and Insights
• Participation
• Top Ideas
• Benefits / Effort Analysis
• Next Step...
Lessons Learned
1. Equally invested partnerships
2. Continuous experimentation / new functionalities and process
3. Sell a...
18
A HUGE THANKS to our Partners at Brightidea!!
Michelle Fairbanks
Brian Brown
Kristen Fotter
Ron Orlovetskiy
Jesse Leone
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BOF AMERICAS 2013: Humana

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BOF AMERICAS 2013: Humana

  1. 1. Starting with the End in Mind Sabrina Prouty Strategic Consultant, Relationship Management Organization June 2013 The Power of the Crowd
  2. 2. Highlights 1. The Team 2. Our Journey 3. Success Stories - Results 4. How we did it – Case Study 5. Lessons Learned 2
  3. 3. WHAT WE DO SERVICES • Consulting • Collaboration enablement • Crowdsourcing • Idea Management MISSION WHAT WE ARE AIMING FOR • Integrate an enterprise-focused approach • Strategic alignment to business priorities • Deliver insights-driven results • Improve the consumer experience • Re-think routine CONNECTING THE DOTS OUR APPROACH • Strategic alliances & partnerships • Company–wide idea challenges • Target department idea challenges • External crowdsourcing strategy • Focus groups / idea workshops INSIGHTSINTEGRATION Connecting the dots… Facilitate Create Measure Integrate Engage Impact Improve Educate Analyze ABOUT US OUR TEAM • Shared Services Organization • 62 years of combined Humana experience • 6 Six Sigma Green Belt Certified • KYCPE - Level 2 Baldrige Certified • 3 Project Management Professionals Consult Results Ideate 3
  4. 4. Idea Sources… According to Gallup, IBM, and the Institute for Employment Studies, the best ideas come from those closest to the customer. Engagement… Crowdsourcing allows associates to collaborate across competencies to solve problems, network with their peers and improve the likelihood of remaining with the organization. Cost Reduction… Sourcing Ideas from associates leads to the best ideas, increases associate engagement, and allows strategic deployment of external consulting services. Sources: Gallup, IBM, Institute for Employment Studies What we do. 4
  5. 5. 5 Our Roadmap to Results 2Q2011 – 4Q2011 Proof of Concept Campaigns (2) 1Q2013 Results Results and Recommendations 1Q2012 – 3Q2012 Internal Challenges Best practice and lessons learned 4Q2010 – 1Q2011 Research, Selection and Approval 4Q2012 – 1Q2013 Research / Change Consulting Approach
  6. 6. Results from our journey…. 6
  7. 7. 7 1DEA Dashboard Qtrly Trend of Idea Submission Viewing Trends by QuarterUnique Logons & Trend 0 5,000 10,000 15,000 12 13 12 13 12 13 12 13 12 13 Jan Feb Mar Apr May 0 500 1,000 1,500 2012/Q3 2012/Q4 2013/Q1 2013/Q2 Log. (Trend) 0 5,000 10,000 15,000 20,000 25,000 30,000
  8. 8. OPPORTUNITY Realize significant portion of the $2.5b worth of rewards available for improving Humana’s STAR rating within The Centers for Medicare and Medicaid Services (CMS) Medicare Advantage program. CHALLENGE SUCCESS • 1st Proof of Concept for 1DEA (Bright Idea) • Multi-year portfolio of idea challenges • Two-year total: • 50% participation rate (9,474 out of 19K eligible associates) • 1,094 ideas submitted • 1,500 comments • Educated and focused associates on STARS, their importance to Humana’s membership, and sustainable growth. Idea Challenge: Corporate Strategy Alignment 8
  9. 9. OPPORTUNITY Increase associate engagement in four areas of opportunity identified in an Associate Pulse Survey CHALLENGE SUCCESS • Educated associates on measurable value of engagement • Achieved 60% participation (500 eligible audience) • Created a portfolio of associate generated ideas to increase engagement (Awaiting latest survey results) • Increased associate engagement scores in each area using quarterly survey as indicator Idea Challenge: Associate Engagement 9
  10. 10. Idea Challenge: Process Improvement Challenge Objective Reduce cycle and touch times for Benefits Team processes. Challenge Success • Gained client advocate and repeat business • 64% participation rate (170 associates eligible) • 43 ideas gathered, 273 votes and 171 comments • Significant cost savings opportunities identified in top 13 ideas* *Cost savings based on 3 year timeframe and include soft dollar savings 10
  11. 11. Idea Challenge: Process Improvement Challenge Objective Increase efficiency and effectiveness, and improve quality within Information Technology. Challenge Success • 73% participation rate (2400 eligible associates) • 158 ideas gathered, receiving over 2900 votes and 638 comments • Significant cost savings opportunities identified in top 18 ideas (*Cost savings based on 3 year timeframe and include soft dollar savings) • Gained client advocate and repeat business • Significant knowledge gain through partnership with financial expertise 11
  12. 12. Idea Challenge: Corporate Strategy Alignment Challenge Objective Identify simpler ways of doing business by removing/stopping non-value added steps/processes or creating new more efficient methods. Challenge Success • 1st Enterprise initiative sponsored by C-level Executives • Built framework and team credibility to launch future Enterprise challenges aligning to values • 18% participation rate (6,284 out of 34K eligible) • 757 Ideas Submitted, with 1,538 Comments and 7,609 Votes • 45 Ideas proposed to Leadership • Cost Savings/Revenue: TBD/Ongoing 12
  13. 13. 13 How we did it… IT Case Study
  14. 14. 14 Ask  Identified Director level sponsor  Asked questions about IT culture, previous collaboration efforts, and need for services  Gathered 2013 IT priorities and goals  Requested expert resources to serve as project team  Identified stakeholders Design  Proposed options and asked client feedback on design  Provided specific content and instructions for users  Displayed the judging criteria and process for idea management  Ran 4 week challenge with steady activity attributed to the communication plan  Started weekly SME meetings to review ideas Consult  Brainstormed with project team for collaboration opportunities  Challenged and consulted to narrow focus and align to 2013 priorities and goals  Shared best practices used in prior challenges  Gained agreement on cost savings focus Agree  Defined Problem statement  Level set on scope  Agreed on idea selection criteria and goals  Established roles and responsibilities  Outlined client preferred process for filtering ideas  Set targeted timeline 12 – 14 weeks  Gained approval from Sponsor (accountability) Start with the end in mind… “The key to success is to build mutually beneficial partnerships that are equally invested.” - Deborah Marshall, Johnson & Johnson
  15. 15. 1 3 2 4 Idea Selection: Process Overview – IT Challenge 158 Ideas Received 18 ideas for consideration with either positive cost/benefit attributes or intangible benefits 15 Phase 3 Review – Estimated CBA analysis Phase 2 Review – Benefit versus Effort Ranking Phase 1 Review – Eliminate the “no’s” Outcome – Final ranking and recommendation “Key to success was building off of the SME team’s expertise”
  16. 16. 16 Content: • Executive Summary • Trends and Insights • Participation • Top Ideas • Benefits / Effort Analysis • Next Steps Deliver Results and Recommendations
  17. 17. Lessons Learned 1. Equally invested partnerships 2. Continuous experimentation / new functionalities and process 3. Sell and Market 4. Re-visit process and identify Best Practice 5. Listen to the customer 6. And finally…. Leaders need to hire talent smarter than themselves 17
  18. 18. 18 A HUGE THANKS to our Partners at Brightidea!! Michelle Fairbanks Brian Brown Kristen Fotter Ron Orlovetskiy Jesse Leone

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