Customer Process & Decision
Transformations
Howard Webb
Director, Advisory & Consulting
Prolifics
Ryan Trollip
Director, D...
Agenda
 Financial Services
 Funds disbursement
 Personalized interactions
 Credit card fraud
 Healthcare
 Group onbo...
Financial Services: Funds Disbursement
The Scenario
 The Company: A financial services firm with $4.6 trillion in assets
...
Financial Services: Funds Disbursement
The Approach
 Reduce/remove human error through workflow automation
 Integrate di...
Financial Services: Funds Disbursement
The Results
 Reduction in human errors
 Dramatic improvements in process throughp...
Financial Services: Personalized Interactions
The Scenario
 The Challenges:
 Inconsistent customer interactions / messag...
Financial Services: Personalized Interactions
The Approach
 Model decisions and process
 Centralize decisions and workfl...
Financial Services: Personalized Interactions
The Results
 Consistency across channels, better customer experience
 600%...
Financial Services: Credit Card Fraud
The Scenario
 The Company: Multinational financial services, principal business
foc...
Financial Services: Credit Card Fraud
The Approach
 Manage
 Implemented governance processes for change
 Implement cons...
Financial Services: Credit Card Fraud
The Results
 Reduction in “fat finger” errors
 Decrease false detection rate
 Qui...
Healthcare Payer: Group Onboarding
The Scenario
 The Company: A healthcare payer with $29.1 billion in annual
revenues, 3...
Healthcare Payer: Group Onboarding
The Approach
 Model current state client onboarding process end-to-end
 Very large, e...
Healthcare Payer: Group Onboarding
The Results
 First phase focused on non-technology related process
improvements
 Clar...
Healthcare Payer: Special Needs Claims
The Scenario
 The Challenge:
 Partially manual processing of complex dual eligibl...
Healthcare Payer: Special Needs Claims
The Approach
 Develop comprehensive business architecture
 Focused on business pr...
Healthcare Payer: Special Needs Claims
The Results
 The Results:
 Business able to update the rules annually
 Easily ch...
Rights Management Firm
The Scenario
 The Company: A rights management firm overseeing more than
8.5 million musical works...
Rights Management Firm
The Approach
 Develop comprehensive business architecture
 Focused on business processes, data (b...
Rights Management Firm
The Results
 First customer self-service capabilities
 Process-orientation embraced across the en...
Upcoming SlideShare
Loading in …5
×

Customer Process & Decision Transformations

323 views

Published on

Published in: Technology, Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
323
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
7
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Customer Process & Decision Transformations

  1. 1. Customer Process & Decision Transformations Howard Webb Director, Advisory & Consulting Prolifics Ryan Trollip Director, Decision Management Prolifics
  2. 2. Agenda  Financial Services  Funds disbursement  Personalized interactions  Credit card fraud  Healthcare  Group onboarding  Special needs claims  Rights Management 2
  3. 3. Financial Services: Funds Disbursement The Scenario  The Company: A financial services firm with $4.6 trillion in assets under administration, including managed assets of $1.9 trillion, as of December 31, 2013.  The Challenges:  Intensive manual processes involved in trading, funds disbursement, and customer service requests: redemptions, liquidations, account close outs  Multiple legacy and disjointed systems  No clear visibility of the business processes from senior management perspective  Complex and cumbersome manual processes 3
  4. 4. Financial Services: Funds Disbursement The Approach  Reduce/remove human error through workflow automation  Integrate disjointed legacy systems through workflow orchestration  Visualize business processes through process modeling and begin monitoring process execution  Identify key performance metrics  Provide management dashboards  Reduce complexity by extracting business rules from processes  Manage rules as separate business artifacts  Technology  IBM BPM  IBM ODM 4
  5. 5. Financial Services: Funds Disbursement The Results  Reduction in human errors  Dramatic improvements in process throughput  Improved customer satisfaction  Greater flexibility in responding to customers needs due to extracted business rules  Better scalability & reduced cost of change 5
  6. 6. Financial Services: Personalized Interactions The Scenario  The Challenges:  Inconsistent customer interactions / messaging across channels  Ineffective cross sell and campaign reach  Duplication of campaign logic & inconsistency  High cost of ownership  Slow to capture trends or missing opportunities 6
  7. 7. Financial Services: Personalized Interactions The Approach  Model decisions and process  Centralize decisions and workflow  Implement as SOA services across all channels  Implement MDM and caching  Capture data via an interaction hub (Big Data)  Ingratiate with analytics models  Technology  IBM BPM  IBM ODM  IBM IIB (fka WMB) 7
  8. 8. Financial Services: Personalized Interactions The Results  Consistency across channels, better customer experience  600% better cross sell  Better identification of at-risk customers  Reduction in cost of ownership and agility 8
  9. 9. Financial Services: Credit Card Fraud The Scenario  The Company: Multinational financial services, principal business focuses on processing payments between banks and merchants for debit and credit cards.  The Challenges:  Slow reaction time to international fraud events  Many mistakes and unnecessary complexity  Limited flexibility & modularity in product offering  Duplication of rules, performance issues with 6000+ TPS 9
  10. 10. Financial Services: Credit Card Fraud The Approach  Manage  Implemented governance processes for change  Implement consistent modeling techniques  COE standards and naming conventions  Re-Architect  Upgrade platforms, significant customizations  Re-Architect system to allow for better use of IBM ODM rules automation  Consolidate rule sets & centralize  Innovate & Optimize  Implement improvements to decision metrics  Implement & improve what if analysis  Technology  IBM BPM  IBM ODM 10
  11. 11. Financial Services: Credit Card Fraud The Results  Reduction in “fat finger” errors  Decrease false detection rate  Quicker turnaround for new strategies, Improved customer satisfaction  Quicker product creation  Better performance  Lower cost of ownership 11
  12. 12. Healthcare Payer: Group Onboarding The Scenario  The Company: A healthcare payer with $29.1 billion in annual revenues, 35,000 employees worldwide, and 75 million global customer relationships.  The Challenge:  Outdated, inefficient, expensive process for onboarding clients  Technology obsolete  Redundant data generated without a clear system of record 12
  13. 13. Healthcare Payer: Group Onboarding The Approach  Model current state client onboarding process end-to-end  Very large, enterprise wide process  Many departments involved  Cross-departmental facilitated modeling sessions  Reach consensus on current state  Perform data analysis mapping legacy data to business process  Identify single process owner  Begin capturing ‘high-level’ business decisions  Identify technology gaps, mapped to business process  Technology  IBM BlueWorks Live (Phase I)  Phase II : • IBM BPM • IBM ODM 13
  14. 14. Healthcare Payer: Group Onboarding The Results  First phase focused on non-technology related process improvements  Clarify roles & responsibilities  Procedural changes  Checks and balances  Reduced process checkpoints from 45 to 9  Lack of trust in the process  Lack of trust across departments  Developed clear, concise roadmap for new technology  Identified definitive systems of record  Improved customer service issues by providing more timely, accurate status 14
  15. 15. Healthcare Payer: Special Needs Claims The Scenario  The Challenge:  Partially manual processing of complex dual eligible claims  Expensive vendor systems  Restricted ability to scale 15
  16. 16. Healthcare Payer: Special Needs Claims The Approach  Develop comprehensive business architecture  Focused on business processes, data (business entities), capabilities, high-level current state technology  Refine business strategy  Prioritize efforts based on business strategy  Decision management initiative to support:  Process simplification  Agility needed to support changing market conditions & customer demands  Externalization of complex business decisions like distributions  Automate and orchestrate workflow  Technology  IBM BPM  IBM ODM  IBM IIB - SOA Integration 16
  17. 17. Healthcare Payer: Special Needs Claims The Results  The Results:  Business able to update the rules annually  Easily change to new regulations and International Classification of Diseases (ICD) codes  Totally automated processing 17
  18. 18. Rights Management Firm The Scenario  The Company: A rights management firm overseeing more than 8.5 million musical works owned by more than 600,000 songwriters, composers, and music publishers.  The Challenge:  Dramatic industry changes impacting business  Customer demands and expectations  Outdated business processes and supporting technology  Alignment of technology initiatives and process improvements  General lack of agility in innovation 18
  19. 19. Rights Management Firm The Approach  Develop comprehensive business architecture  Focused on business processes, data (business entities), capabilities, high-level current state technology  Refine business strategy  Prioritize efforts based on business strategy  Decision management initiative to support:  Process simplification  Agility needed to support changing market conditions & customer demands  Externalization of complex business decisions like distributions  Automate and orchestrate workflow  Technology  IBM BPM  IBM ODM  IBM IIB - SOA Integration 19
  20. 20. Rights Management Firm The Results  First customer self-service capabilities  Process-orientation embraced across the enterprise  Workflow automation beginning to provide business value  Decisions extracted from processes and legacy systems into rules management environment (IBM ODM) 20

×