Case Management: get to grips with the new frontier for work improvement

a d v i s o r smwd

helping you get business improvement from IT investment

Case ManagementGet to grips with the new frontier for work improvement

Neil Ward-Dutton Founder, Research Director

Setting the scene Corporate aspirations: avoiding a “Race to the Bottom”

Experiences

Services

Goods

Commodities

Highly targeted,Individual

Scalable,Generic

Winning through service, experience delivered

Winning through efficiency, transparency, responsibility

© MWD Advisors 2014 www.mwdadvisors.com 2

In 2013, 62% of global consumers switched service providers due to poor customer service experiences, up 4% from last year. – Accenture Global Customer Pulse

*Really* doing this means integrating experiences, delivering flexibly


Yourcustomer

Customer Journey stage 1



Customer Journey stage n

Customer Journey

stage n+1

Gather intelligence through each customer journey to make future experiences more engaging

Marketing

SalesOperations

Service

This is about much more than marketing or customer service!

CHOICE

FREEDOM

EXPECTATION

AMPLIFICATION

Integrated experiences; multiple domains of activity

Customer interaction

Operations

Administration

Great experiences need to be integrated across multiple channelsSU

PPLI

ERS,

PAR

TNER

S


Never drop the ball!


Operations

Administration


PPLI

ERS,

PAR

TNER

S


Turbo-charging operational effectiveness: dealing with the ‘hard stuff’


Operations

Administration


PPLI

ERS,

PAR

TNER

S

Service fulfilment


Investigations / exceptions

Collaborative creation

These activities are not ‘routine work’ and can’t be planned or designed up front

“Exploratory work”Expert discretion, teams, high-value documents


Teams

High-value documents

Expert discretion

Collaborative creationServ

ice

fulfi

lmen

t

Bid managementContract management

FraudsFaultsEligibilityUnderwriting

OnboardingUpgrading

ReconfiguringCancelling

Investigation

Exploratory work is organised around challenges, not processes

8© MWD Advisors 2014 www.mwdadvisors.com

Person

Process

Info

InfoInfo

Info

Pers

on

Person

Person

Challenge

Task

s

TasksTasks

Tasks

This turns the standard business process automation approach on its head

Vs.

There’s value in managing exploratory work through software, but it’s different


Automated work• Straight-through

processing• Performance

Transactional work• Predictability• Efficiency• Flexibility• Integration

Exploratory work• Auditability /

quality• Collaboration /

integration• Scale

<---- Procedural w

ork --

Managing exploratory work: the alternatives


BPM platforms

Collaborative work design; Efficiency, lack of

friction; Scalability; Control;

Transparency

Lack of discretion in operation; Business

information/documents often considered second-

class

Case Management platforms

Dynamic work planning and design;

Policies/constraints; Measurement/control; Document management

Can require significant investment, training

Collaboration tools

Team collaboration with integrated document

stores; Low investment

Lack of measurement, monitoring,

improvement tools; Work structuring concepts

Task Managemen

t tools

Transparency; Work definition and tracking;

Low investment

Lack of measurement, monitoring;

Resource integration;Work structuring

concepts

Project Managemen

t tools

Work planning, estimation, scheduling for

“temporary activities”

Management is disconnected from

operational environment; suitability for repeated

activities

Stre

ngth

sCh

alle

nges

Another perspective: planning vs doing vs measuring / improving


Planning

Doing

Measuring / improving

BPM(structured flow

s)

Case managem

ent

Collabor-ation

Task mgm

t

Project m

gmt

Project m

gmt

Defining Case Management

12

Case Management is a particular kind of approach to managing and improving work.

Case Management uses specialised software platforms that are optimised to support activities involving a significant degree of expert discretion in their progression and completion.

A Case Management approach fits situations where knowledge needs to be captured, acted on, organised and stored, both to aid the successful resolution of a situation and to provide an after-the-fact record of what work was done.

Goals

Rules

Optimal performance

of cases

Management tools

Patterns of practice

Case Management applications: A conceptual view

Case

Distinguishing features

Evidence / content

Goal

Case owner

Guidance

Policies

Case workers, experts

Tasks, process fragments

Systems

CollaborativeWork

Progression


Records

Bringing it all together: The value of Case Management investment

•Don’t force standard procedures where they don’t fit

Co-ordinate work among expert teams to resolve challenges

•Ensure compliance where criticalExperts can use their judgement and discretion but business controls and policies are transparently applied

•All guidance, evidence, activity records are linked to work

Manage business-critical documents as both inputs and outputs of activities

•Get stuff done quicker, reduce friction

Build and reuse process, task, information management components

•A foundation for evidence-based improvement

Manage the work and do the work in one ‘information space’


Getting started with Case Management

Strategy

A fast-moving area

needs careful

exploration

Technology

There’s no magic

bullet; skills acquisition is critical

Analysis

Personnel, tasks,

business documents

People

Extreme mindful

contribution


a d v i s o r smwd

helping you get business improvement from IT investment

Thank you! Questions?

16

Neil [email protected]@neilwd

Check out our free report:What is Case Management and why should I care? http://www.mwdadvisors.com/library/detail.php?id=558

Watch a replay of this webinar presentation:http://www.mwdadvisors.com/library/detail.php?id=554

http://www.mwdadvisors.com/library/detail.php?id=558



