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Change Management in Claims Transformation – One Carrier’s
Journey
Session Objectives: • Learn about Westfield’s efforts to transform the
claims organization and its impact on the entire organization
• Understand the challenges of organizational change • Take away lessons to increase the effectiveness of
transformational change
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A Brief Look At Our Pre-2014 Claims Technology . . .
Claims Strategy – Operations
• 150,000 claims per year • 32 P&C claims field offices • 610 Total claims professionals • 2015 YTD Customer Service 96.9% • 99% of total claims adjusted by Westfield staff or by a
Westfield managed program
Claims Strategy – Goals • Increase customer experience capabilities • Increase analytical capabilities • Optimize indemnity and productivity Achieve these through:
o Introducing new processes by line of business o Transforming the organizational design o Introduce new FNOL processes o Introducing predictive modeling and advanced reporting o Implementing new technology like CMS – Guidewire ClaimCenter, ECM
capabilities and other
Leading Transformational Change
• Change is difficult • Adoption needs to happen across multiple dimensions • Much more than just communication • To achieve these benefits, transformation programs must
support three foundational capabilities
Change Management Tool Kit
• Change Champion Network • In person updates • Web Ex updates • Roadshows • Workshops • Contests • Videos • Posters
• Stakeholder
Management • Readiness Assessment
• Robust Intranet site • FAQ’s • Job aids • E learning • Support line • Pulse surveys • Practice workbooks • Classroom training • Employee Engagement Survey
The Change Curve
Supp
ort f
or th
e pr
ojec
t
Time
Organizations typically go through several stages of change – building from initial awareness of the change all the way to fully committing to the change
Ability
Knowledge
Desire
Awareness
Reinforcement
Supp
ort f
or th
e pr
ojec
t
Time
Overall Change Curve A change curve differs slightly - especially on long term transformation program like IMPACT where the results of the work aren’t realized for a longer period of time
Initial Euphoria We’re Almost
There!!!
Is there a light at the end of the tunnel???
Current State Culture And Challenges
• Culture can be both an asset and a challenge during transformation
• Some words that describe Westfield’s culture:
Traditional
CONSERVATIVE
Resourceful
Cultural Transformation • Organizational Focus – Set the tone at the top – get the entire
organization involved in the transition • Changing Behaviors – Not just introducing new tools, it’s
changing processes, procedures, and people • Recognize Impacts – People, culture, technology and process • Reward Success – Focus on changing incentives / performance
metrics - reward the "right" behaviors as well as provide the support (e.g. tools and training) to operate in the new way
Technology Transformation • Web of Pre-Work – Business Cases, Analysis, Contracts,
Consultants, Prioritization, Requirements, Use Cases, Test Cases . . . • Nothing is “Stand Alone” – Introduce technology at the right pace
for the organization to absorb • Scope Creep – Anticipate and manage the desire for others to join
the party • Where is Help? – Establish support functions to ease the transition • Post-Implementation Support – Ensure technology staff has the
required skills to develop and support the new technology after project resources depart
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Organizational Transformation • Define Roles – Ensure roles are redefined by specific function,
based on the new skills required for operating effectively in the new way
• Define Impacts – What’s in in for me? • Provide Support – Ensure employees are provided with the
support to enable them to operate successfully in their new roles and reporting relationships
• Plan Transitions – Ensure the transition is planned proactively to address employee concerns
Key Lessons Learned • Start with change management early – more than training and communications • Involve your staff in the design, processes and change management efforts • Obtain senior leadership support early in process • Don’t look back once you’ve decided to proceed • Don’t underestimate the resource needs and change impact • Plan for obvious and not-so-obvious change • Understand that employees’ needs are different - some need a great deal of
attention, others less • Be transparent and communicate early and often - employees need to hear a
message 5-7 times before they “hear” • Communicate the “What’s in it for me” (WIIFM) • People will hit the trough of despair but rest assured there is a light at the end of the
tunnel • Have fun and reward – it can be a long journey
Key Change Metrics • Customer Satisfaction • Employee Engagement results • Net Promoter Score • Retention • Business Case Achievement • Delivery Optimization and Iteration • Change Champion Network
Success! • Plan was in place early for the people
side of change in addition to technical side
• Change efforts were measured and flexibility was key
• All Claims employees trained and deployed on ClaimCenter in 120 days
• Non Claims employees and deployed on ClaimCenter
• 65 change champions with at least 1 supporting each service office location
• Effective Command Center, Help Desk and back office support
• Robust intranet site with current FAQ’s, job aids, practice workbooks, and support line
• Over 95% customer satisfaction maintained throughout the life of the Program
• Positive achievement of business case
• Positive and constructive employee engagement feedback
• Completed within acceptable cost and time considerations
• Collaboration of over 200 people from many departments and partners
• Meeting or exceeding business case to date
• Positive feedback before during and after deployment on change efforts
Questions?
Contact Information Rob Bowers, National Claims Leader
Steve Uhl, Claims Research & Development Leader [email protected]
Kerri Weaver, Organizational Change Management Leader [email protected]
