Customer Experience rules across the globe in corporate boardrooms but converting this strategy into real business operations is fully achieved only by few. How can you improve customer experience, retention and upsell? Can you do all 3 at the same time? MAKING YOUR CUSTOMER THE FOCAL POINT THROUGH BUSINESS PROCESS MANAGEMENT is the groundbreaking case study delivered by FTSE 100 listed company OLD MUTUAL during PEX Week USA 2015. Presented by Lorelei Jensen, Head of Strategic Business Solutions, Old Mutual South Africa, these slides provide a unique insight into the methods used by OMSA to turn their Customer & Intermediary Transformation program into reality. Download now to understand: - What are the challenges and opportunities presented from shifting from “product-based” to “customer-focused” business - and how do you overcome them? - Can a front-end BPM improve your customers’ experience in a physical office? - How can BPM deliver a consistency of service across all channels and make it easy to work with you – for customers and intermediaries alike?

1. Lorelei Jensen
Head of Strategic Business Solutions

2. BRANCH SERVICING PROJECT
OLD MUTUAL
BUSINESS TRANSFORMATION OVERVIEW
WHO ARE WE?
Old Mutual plc is an international group delivering …
IN VESTMENT , SA VIN GS , IN SURANCE &
BA N K ING
Established in 1845 in South Africa, it is now a FTSE100
listed company and has more than 16 million
customers and £293.8bn assets under management
1

3. BRANCH SERVICING PROJECT
OLD MUTUAL
BUSINESS TRANSFORMATION OVERVIEW
THE CASE FOR CHANGE
The organisation comprises of a
number of product centric and
silo based divisions - each
focusing on a distinct customer
segment.
As a result it is highly complex.
WEB / ON LINE VOICE MOBILE BRANCH MAIL
CLAIMS
CONTRACTUAL
CHANGES
POLICY ADMIN DISINVESTMENTS NEW BUSINESS
VANTAGE 01,02,03 COMPASS, OMNI, IDMS FLEXICUBE
Custom
Custom
Custom
AWD IL
DL 69
Documentum
AWD IL
Encor
Custom Documentum
Encor
AWD UT
MFC Affluent Corporate Wealth
• Multiple entry points
• Limited POCR
• No integration between
channels
• Duplication of processes
• Multiple back offices
2

4. BRANCH SERVICING PROJECT
OLD MUTUAL
BUSINESS TRANSFORMATION OVERVIEW
THE CASE FOR CHANGE
We expose our service staff & customers to the complexities in our business.
C U R R E N T
Staff endeavour to deliver the
desired customer experience in the
following Landscape…
• Over 10,000 product / business rules
applied across 500 products
• Customer portfolio fragmented across
11 different systems
• Over 1,000 process / work types to
select from with over 450 service forms
• physical docs /wet signatures) needed
for 95% of processes
F U T U R E
Develop a simple solution shielding
customers & staff from complexity…
• Service distilled into five core offerings
• Rules governing core transactions
embedded into system with data
driven, system enabled processes
• Consolidated, uniform customer 360
portfolio view
• On-line pre-populated forms in place
for all high volume processes

5. BRANCH SERVICING PROJECT
OLD MUTUAL
BUSINESS TRANSFORMATION OVERVIEW
OMSA STRATEGIC THEMES
4
Drive growth through lifetime relationship with
customers and acquisition of new customers
Drive efficiencies to improve customer value
and margins
Drive a culture of collaboration
OMSA-wide adherence to critical regulatory
requirements

6. BRANCH SERVICING PROJECT
OLD MUTUAL
BUSINESS TRANSFORMATION OVERVIEW
TRANSFORMATION OBJECTIVES
5
o Customer centricity is the organising principle for our enterprise design
o Service and product offering that is
 Simple, easy and convenient
 Relevant and appeals to as broad a customer base as possible
o Enhanced, consistent and seamless service experience
o Optimise value from service through cross/ upselling and retention opportunities
o Empower and enable our people
o Establish a comprehensive understanding and insight into our customer
behaviour
o As easy to buy from us as possible, through traditional and digital channels

7. BRANCH SERVICING PROJECT
OLD MUTUAL
BUSINESS TRANSFORMATION OVERVIEW
6 BUSINESS TRANSFORMATION PILLARS
A set of core customer-centric pillars were identified as the building
blocks for our future desired service delivery model…
Build
Compelling
Digital
Offering
Deploy 360°
Customer
View
Case
Management
Capability
Opportunity
Leverage &
Sales
Enablement
Deploy
Customer
Centric
Processes
Elicit & Apply
Customer
Knowledge
6

8. BRANCH SERVICING PROJECT
OLD MUTUAL
BUSINESS TRANSFORMATION OVERVIEW
ENGAGEMENT
BACK OFFICE
SHARED
SERVICES
PRODUCT
IT ARCHITECTURE
DATA
MONEY
MANAGEMENT
FUND ACCOUNTING
GENERIC
CORRESPONDENCE
COMPLAINTS
CUSTOMER INSIGHT/
BI
UNDERWRITING
NEW
BUSINESS
PROCESSING
DISINVESTMENT/
WITHDRAWAL
PROCESSING
CLAIMS/ BENEFIT
PAYMENT
PROCESSING
POLICY ADMIN
NON
CONTRACTUAL
POLICY ADMIN
CONTRACTUAL
SPECIALIST
BACK
OFFICES
A S S I S T E D S E L F
I N T E G R A T E D E N G A G E M E N T L A Y E R
CONSOLIDATED PROCESS ORCHESTRATION (& SINGLE WORKFLOW)
CENTRALISED DATA MANAGEMENT AND PRESENTATION (MASTER DATA MODEL)
S A L E S A N D S E R V I C E
CONTACT
CENTRE
MOBILE APP
CUSTOMER & IMED
WEB PORTAL
D I G I T A L
PRODUCT PROPOSITION PRODUCT ADMIN SYSTEM
MONEY
MANAGEMENT
(DISBURSEMENTS)
COMMS
AND
CORRESPONDENCE
INPUT
HANDLING
SINGLE
DOCUMENT
REPOSITORY
MONEY
MANAGEMENT
(COLLECTIONS)
FACE TO FACE
FUTURE BLUEPRINT

9. BRANCH SERVICING PROJECT
OLD MUTUAL
BUSINESS TRANSFORMATION OVERVIEW
ENGAGEMENT
BACK OFFICE
SHARED
SERVICES
PRODUCT
IT ARCHITECTURE
DATA
MONEY
MANAGEMENT FUND ACCOUNTING
GENERIC
CORRESPONDENCE COMPLAINTS
CUSTOMER INSIGHT/
BI UNDERWRITING
NEW
BUSINESS
PROCESSING
DISINVESTMENT/
WITHDRAWAL
PROCESSING
CLAIMS/ BENEFIT
PAYMENT
PROCESSING
POLICY ADMIN
NON
CONTRACTUAL
POLICY ADMIN
CONTRACTUAL
SPECIALIST
BACK
OFFICES
ASSISTED SELF
INTEGRATED ENGAGEMENT LAYER
CONSOLIDATED PROCESS ORCHESTRATION (& SINGLE WORKFLOW)
CENTRALISED DATA MANAGEMENT AND PRESENTATION (MASTER DATA MODEL)
SALES AND SERVICE
CONTACT
CENTRE
MOBILE APP
CUSTOMER &
IMED WEB PORTAL
DIGITAL
PRODUCT PROPOSITION PRODUCT ADMIN SYSTEM
MONEY
MANAGEMENT
(DISBURSEMENTS)
COMMS
AND
CORRESPONDENCE
INPUT
HANDLING
SINGLE
DOCUMENT
REPOSITORY
MONEY
MANAGEMENT
(COLLECTIONS)
A closer look at Engagement
FACE TO FACE
8
OUR APPROACH
RATIONALE FOR APPROACH
 Start with areas that directly
impact customer experience
 Customer engagement
determines full value chain
 Channel by channel
deployment enables greater
control
 More immediate benefits
 Engagement informs
enterprise design
1st WAVE Establish an Integrated Engagement Layer
2nd WAVE Transform Core Processes
3rd WAVE Consolidate Back Office Administration

10. BRANCH SERVICING PROJECT
OLD MUTUAL
BUSINESS TRANSFORMATION OVERVIEW
THE BIZAGI TOOL – OUR
EXPERIENCE
OUR APPROACH TO BPM
 Not process improvement … this is process transformation.
Therefore, couldn’t start with existing processes.
S O W H A T D I D W E D O ?
 We started from scratch … with customer need.
̶ Understood the key reasons for customer engagement
̶ Defined our menu of services
̶ Based on our products, defined what customer
transactions could be done
 Menu of services became the organising principle for all
subsequent design effort.
This has helped us understand:
̶ Self service capability
̶ Assisted sales and service capability
̶ Back office structures
̶ Overall staff capacity required
 Enable Business & IT to
collaborate effectively
 Enable a process led
approach
 Supported Agile
methodology
 Increased flexibility
 Relatively simple to use
 Rapid deployment
 Business driven changes

11. BRANCH SERVICING PROJECT
OLD MUTUAL
BUSINESS TRANSFORMATION OVERVIEW
10
INITIAL DEPLOYMENT IN THE BRANCH CHANNEL
First engagement layer deployment was the branch channel.
BRANCH
The following video will provide an insight into the rationale for this & an
overview of the solution.

12. BRANCH SERVICING PROJECT
OLD MUTUAL
BUSINESS TRANSFORMATION OVERVIEW
FACTORS WE WISH WE HAD KNOWN AT THE START ...
11
*Largest Impact / Highest Volume / Ease Of Implementation /
Risk Mitigation / Benefit Realisation / Appetite
 Prioritise your deployment
and agree it upfront*
 Establish governances prior
to commencement
 Engage continuously -
communication &
collaboration across the
enterprise is constantly
required
 Elect someone to make
decisions - full consensus is not
always possible
DO’S
 Wait until everything is
designed perfectly ... It will
never be – design, deploy,
review, enhance
 Underestimate the change
management effort
 Go for the big bang. Rather
plan a series of small,
controlled deployments
DON'TS

13. BRANCH SERVICING PROJECT
OLD MUTUAL
BUSINESS TRANSFORMATION OVERVIEW
HOW WE MEASURED IT - BRANCH
M E T R I C E X P L A N A T I O N T R E N D
Net Promoter Score (NPS) A management tool used to gauge the loyalty of an
organisations’ customer relationships.
Point Of Contact
Resolution
Increasing the percentage of transactions that are fully resolved at the
first point of interaction with no further manual effort required.
Retention Improving the ability of a branch agent to provide suitable alternatives
that result in keeping business with Old Mutual as opposed to losing the
business.
Operational Costs Decreasing the costs associated with delivering the scope of services at
the Branch.
Cycle Time Reducing the total time from the beginning to the end of a process,
as defined by the Business and their customer.
Queue Times Reducing the amount of time a customer is required to wait from
entering the branch until seeing a consultant.
Physical Documentation Decreasing the volume of physical documentation required in order to
complete a specific transaction.
Error Rates Reducing the number of errors made by an agent during the course of
an interaction that necessitates rework or duplicate effort.
Data Validation Improving the level of accuracy and completeness of customer data. A
mandatory step to check and collect customer data during every
interaction.

14. BRANCH SERVICING PROJECT
OLD MUTUAL
BUSINESS TRANSFORMATION OVERVIEW
13
CRITICAL SUCCESS
FACTORS
1
• Transformation starts with Value Proposition, Strategy & Core
Business Objectives
• Define Core Customer Principles upfront to inform design
2
• Executive Level Ownership & Sponsorship (full time role)
3
• Establish Enterprise Level Architecture (Service, Sales, IT,
Finance)

15. BRANCH SERVICING PROJECT
OLD MUTUAL
BUSINESS TRANSFORMATION OVERVIEW
14
4
• Customer-Centric Focus & Business Led Approach
• Agile approach
5
• Involve your customers & intermediaries in the design process
6
• Key Measures in Place for Baseline & Progress Tracking
CRITICAL SUCCESS
FACTORS

16. THANK YOU
Lorelei Jensen
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