Post on 22-Nov-2014
description
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
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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
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Yourcustomer
Customer Journey stage 1
Customer Journey stage 2
Customer Journey stage 3
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
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Never drop the ball!
Customer interaction
Operations
Administration
Great experiences need to be integrated across multiple channelsSU
PPLI
ERS,
PAR
TNER
S
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Turbo-charging operational effectiveness: dealing with the ‘hard stuff’
Customer interaction
Operations
Administration
Great experiences need to be integrated across multiple channelsSU
PPLI
ERS,
PAR
TNER
S
Service fulfilment
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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
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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
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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
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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
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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
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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
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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’
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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
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a d v i s o r smwd
helping you get business improvement from IT investment
Thank you! Questions?
16
Neil Ward-Duttonneilwd@mwdadvisors.com@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