Transcript Customer Cluster Overview

COPE Update
The Common Enablers Portfolio
Supporting 2014 Strategy
Gary Eastwood
Director, IS Transformation &
Common Enablers Leadership Team Chair
November 16, 2010
Agenda
• Review today’s objectives
• Strategy 2014 and the employee & customer
experience
• Common Enablers portfolio
• Ensuring success
• Questions
1
Today’s Meeting Objectives
In today’s session we will cover the
following:
 Share what we’re doing to help enhance the
experience for both our customers and
employees, and how the Common Enablers
portfolio is foundational to both TP and
corporate initiatives, as well as every-day
operations
 Share information about three projects from
within Common Enablers which will help
deliver a better customer and employee
experience
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2014 Strategy
3
Common Enablers Projects
• Will give ICBC’s employees, business partners
and customers things like:
• modern systems and technology
• a common business language
• better access to (often paperless) information
• new communications tools
• standardized business standards and
processes
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Common Enablers
Projects that deliver capabilities required by one or more clusters
Claims
Pricing
Common
Enablers
Customer
Relationship
 Building the capability within the organization to deliver TP
 Building a foundation of supporting technology common to all clusters
 Supporting customer, employee, and partner access to systems and
information
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TP Projects: Common Enablers
Building the capability within the organization to deliver TP:
• Establish a standard
business analysis
approachand
supporting processes
(Enhanced Business
Analysis - completed)
• Deliver improvements to
testing processes, roles,
tools, and environments to
enable more effective
introduction of new
technologies.
(Testing Practices)
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• Implement resource and
demand management
capabilities using tools such
as Changepoint
(Integrated Planning –
Phase 1 completed)
• Prepare a multi-year
system and technology
renovation / upgrade plan
(Technology Alignment completed)
TP Projects: Common Enablers
Building a foundation of supporting technology common to all clusters:
• Develop an information
strategy to support
reporting within and
across business
solutions, and
implement appropriate
business intelligence
and reporting
technology to support
the strategy
(INFO – Business Information
Project)
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• Begins the
replacement
of obsolete technology
with a new content
management solution
(Microfiche Replacement)
• Provide a framework to enable the
integration of new and existing systems
and technologies in our evolving technical
and business environment
(Integration Services)
TP Projects: Common Enablers
Supporting customer, employee, and partner access to
systems and information:
• Create a better intranet and
tools to support the
distribution of information
to employees
(Employee Portal
Foundation)
• Provide secure, single sign-on
capability to ICBC employees,
customers, partners,
and brokers)
(Enterprise Identity
Management)
• Create an online learning
tool for employees and
partners
(Learning Management)
• Implement tools, components,
and telecommunications
capacity to support TP business
communications and workforce
needs
(Communications
Infrastructure)
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Technology Alignment Strategy
and Strategic Principles for
Transformation
Technology: Current State
• Built to order…
Claims
Portfolio
• Many custom developed
applications to deliver
business functionality
• Complex custom
interfaces
• Heavy reliance on legacy
technologies (e.g., PL/I,
IMS)
Insurance
Portfolio
Driver Licensing Portfolio
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• … But also key building
blocks for the future
(e.g., SAP)
Technology Alignment Strategy
(TAS)
What is it?
•
Will guide technology
-related decisions
over the course of
the transformation
journey
•
Establishes
technology vision and
strategic principles
•
Defines a set of
working and future
decisions
•
Describes governance
process for
technology
Guidance – Strategic Principles
Increase Long-term Business Agility
• Acquire commercial off-the-shelf
(COTS) solutions to speed delivery
• Exploit out-of-the box functionality
• Avoid custom building and
customization. Configure as required
Manage Complexity
• Standardize on 3-4 major solutions (e.g. CMSS, SAP)
• Decommission old processes and systems
• Share enterprise-wide services
What does this mean
to you?
• Modern, intuitive systems
• Change business processes to
leverage package functionality
• Adopt industry best practice
• Align to vendor’s product vision
• Use major solutions wherever
possible
• Limited coexistence period
• Shared information standards
• Align on common services
What does this mean for our
external customers?
• Perceptions of more choice
• Improved integrated services and products
experience
• In the future, more online services – ease of
doing business
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What does this mean for our
employees?
Internal Customer
Experience
• Moving to industry
standard practices
• Improved agility and
speed implementing
change
• Richer user experience
• Embracing change
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Staffing
• Industry standard skill
sets
• Greater ability to hire
• Retirement risk
mitigation
Employee Portal Foundation
Project (EPFP)
Employee Portal Foundation Project
What is it?
• A gateway – providing quick access to
the tools and information employees
need to deliver superior customer
service
– EPFP is building the foundation – will
ultimately replace the current Hub
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The Hub has really grown over the years…
• Over 5000 users
• 400 sites
100,000
• 100,000 pages
total pages
• 150 policies & manuals
• 850 forms
1999
2005
The Hub
Oct 2010
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… resulting in a number of pain points
• Poor organization
• Hard to find – or trust –
information
• Search tool ineffective
100,000
total pages
• Outdated or duplicated
content
• Inconsistent look and feel
1999
2005
The Hub
Oct 2010
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• No effective methods for
communicating and
collaborating
… resulting in a number of pain points
“Where is that
address?!
I have a customer
waiting…”
100,000
total pages
1999
2005
The Hub
Oct 2010
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Employee experience gaps: Consistency
“We hide info
by using
different labels
and different
locations for
similar
content”
(Click to play movie)
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How does this problem impact us?
Employees’ Time
✗
“I looked for the answer for 30 min and
gave up.”
Customer Service
✗ The right expertise is not readily available to
our employees when customers ask for it
✗ We can’t be active participants in addressing
the needs of the company
Collaboration
✗ No way to empower people to interact and
build knowledge communities at ICBC
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INTRANET:
CURRENT STATE
Mandate of EPFP
Create a more consistent, predictable and
successful user experience through:
1. A new consistent navigation, consistent page layouts,
and improved search
2. A content management system with a publishing
workflow to automate governance
3. A single content repository with multiple access
points to eliminate content redundancies and
inconsistencies
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What will we be getting?
Pricing
Search
Claims
Common
Enablers
Customer
Relationship
Personalized
Tools
Employee
Portal
Foundation
Project
Governance
EPF
Communication
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Content
Directory
Collaboration
There are a variety of new
capabilities delivered through the
Employee Portal
How does this help employees succeed?
Improving Customer
Perception
Improve Employee
Experience
Maintain Financial
Stability
Bringing the branded
experience to
employees
Providing avenues to
gather employees’
input and foster
dialogue across the
corporation
Providing direct and
efficient access to the
tools, information and
expertise employees
need to serve their
customers
Providing access to
information and tools
consistent with the key
customer touch points
Supporting employee
interactions with our
customers
Supporting learning
and development
initiatives
Helping to build a
culture of recognition
Connect with experts
more easily
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June 2011 Employee Portal Launch
What’s
changing
What’s not
changing
• Hub home page
• Employee portal
doesn’t change any
Applications
• New search
• People directory
• Collaboration tools
• Access to divisional
tools – no impact
• Process & content
publishing guidelines
• Access to critical
systems – no impact
• New branded pages
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In summary: a few key benefits
• Spending less time searching for
information
• Information is reliable and up-to-date
• Connect with experts more easily
• Learning to use new technology in
preparation for upcoming systems
changes
• Training and support for content authors
Employees are better supported in serving
customers
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Learning Management System
Project (LMSP)
What is LMSP?
• Technology that will improve the learning at
ICBC
– Includes a new system for finding, delivering and
tracking learning
– Includes an authoring tool to develop learning
• Our commitment to delivering learning and
development as part of the employee
experience
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http://www.youtube.com/watch?v=-JTc9HeTh1A
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Highlights of Video
• Technology has impacted the efficiency of
learning for everyone
• The sky’s the limit: What do you want to learn?
• Learn how to continue to learn
• Facilitates continuous learning
• Passion + technology = unlimited learning and
knowledge
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LMSP – Why do we need it?
Today:
• It currently takes us 3-6 months to develop a
simple online tutorial
• Limited ability to deliver learning outside of the
classroom
• A lot of effort spent on manual administration
of registration, charge-backs and maintaining
education records
• There is poor ability to track learning and
provide individual development opportunities
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Today’s challenges:
• Significant systems and business process
changes
– The need to train employees and partners
• The potential knowledge loss due to
demographics
• Our operations are spread across the Province
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Why Change?
• Improve employee experience
• Enable and support TP
• Deliver a consistent learning and development
experience
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Impacts of Project
For Employees
• Access to more training opportunities
• Options for how to receive training
• Improved learning experience
For External Customers
• No direct impacts to but employee
training will benefit customers and
business partners
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What’s
changing
What’s not
changing
• New authoring tool
• Broker learning
management (at
least for now)
• New ways to access
training
• Course search function
• Communication
infrastructure
• Manual time and money
entry for learning
• ICBC’s commitment
to learning
• Tracking learning
consistently
Anticipated delivery by Q3/4 of 2011
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Benefits
•
•
•
•
•
•
Ability to create learning content quickly
Better access to training
Improved learner experience
More consistent tracking of learning
Learning linked to professional development
Less manual administration
… Employees are better supported in serving
customers
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Questions?
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