Post on 10-Jan-2016
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COPE Update The Common Enablers PortfolioSupporting 2014 Strategy
Gary EastwoodDirector, 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
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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 operationsShare information about three projects from within Common Enablers which will help deliver a better customer and employee experience
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2014 Strategy
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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
Projects that deliver capabilities required by one or more clusters
Pricing
Customer Relationship
Claims
CommonEnablers
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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
Common Enablers
• 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)
• Establish a standardbusiness 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)
Building the capability within the organization to deliver TP:Building the capability within the organization to deliver TP:
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TP Projects: Common Enablers
• Begins the replacement
of obsolete technology with a new content
management solution(Microfiche Replacement)
• Develop an informationstrategy to supportreporting within andacross businesssolutions, andimplement appropriate business intelligence and reporting technology to support the strategy (INFO – Business Information Project)
Building a foundation of supporting technology common to all clusters:Building a foundation of supporting technology common to all clusters:
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TP Projects: Common Enablers
• Provide a framework to enable the integration of new and existing systems
and technologies in our evolving technical and business environment
(Integration Services)
• Provide secure, single sign-on capability to ICBC employees,
customers, partners, and brokers)
(Enterprise Identity Management)
• Implement tools, components, and telecommunications
capacity to support TP business communications and workforce
needs(Communications
Infrastructure)
• Create a better intranet and tools to support thedistribution of informationto employees(Employee Portal Foundation)
• Create an online learning tool for employees and partners(Learning Management)
Supporting customer, employee, and partner access to systems and information:
Supporting customer, employee, and partner access to systems and information:
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TP Projects: Common Enablers
Technology Alignment Strategy and Strategic Principles for Transformation
• Built to order…
• Many custom developed applications to deliver business functionality
• Complex custom interfaces
• Heavy reliance on legacy technologies (e.g., PL/I, IMS)
• … But also key building blocks for the future (e.g., SAP)
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Claims Portfolio
InsurancePortfolio
Driver Licensing Portfolio
Technology: Current State
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
Technology Alignment Strategy (TAS)
Increase Long-term Business Agility
Manage Complexity
• Acquire commercial off-the-shelf (COTS) solutions to speed delivery• Exploit out-of-the box functionality• Avoid custom building and customization. Configure as required
• Standardize on 3-4 major solutions (e.g. CMSS, SAP)• Decommission old processes and systems• Share enterprise-wide services
• Modern, intuitive systems • Change business processes to leverage package functionality• Adopt industry best practice• Align to vendor’s product vision
What does this meanto you?
• Use major solutions wherever possible• Limited coexistence period• Shared information standards• Align on common services
Guidance – Strategic Principles
• Perceptions of more choice• Improved integrated services and products
experience• In the future, more online services – ease of
doing business
What does this mean for our external customers?
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What does this mean for our employees?
Staffing• Industry standard skill
sets• Greater ability to hire• Retirement risk
mitigation
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• Moving to industry standard practices
• Improved agility and speed implementing change
• Richer user experience
• Embracing change
Internal Customer Experience
Employee Portal Foundation Project (EPFP)
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• 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
What is it?
Employee Portal Foundation Project
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The Hub
100,000 total pages
Oct 2010
1999
2005
• Over 5000 users
• 400 sites
• 100,000 pages
• 150 policies & manuals
• 850 forms
The Hub has really grown over the years…
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• Poor organization
• Hard to find – or trust – information
• Search tool ineffective
• Outdated or duplicated content
• Inconsistent look and feel
• No effective methods for communicating and collaborating
The Hub
100,000 total pages
Oct 2010
1999
2005
… resulting in a number of pain points
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The Hub
100,000 total pages
Oct 2010
1999
2005
“Where is that address?!
I have a customer waiting…”
… resulting in a number of pain points
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“We hide info by using
different labels and different locations for
similar content”
(Click to play movie)
Employee experience gaps: Consistency
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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
How does this problem impact us?
INTRANET:INTRANET:CURRENT STATECURRENT STATE
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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Mandate of EPFP
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Pricing
Customer Relationship
Claims
CommonEnablers
Employee Portal
FoundationProject
There are a variety of new capabilities delivered through the
Employee Portal
Personalized Tools
Search
Governance
Directory
CollaborationContent
Communication EPF
What will we be getting?
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Improving Customer Perception
Improve Employee Experience
Maintain Financial Stability
Providing access to information and tools consistent with the key customer touch points
Providing avenues to gather employees’ input and foster dialogue across the corporation
Supporting learning and development initiatives
Helping to build a culture of recognition
Providing direct and efficient access to the tools, information and expertise employees need to serve their customers
Bringing the branded experience to employees
Supporting employee interactions with our customers
Connect with experts more easily
How does this help employees succeed?
What’s changing
• Hub home page
• New search
• People directory
• Collaboration tools
• Process & content publishing guidelines
• New branded pages
What’s not changing
• Employee portal doesn’t change any Applications
• Access to divisional tools – no impact
• Access to critical systems – no impact
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June 2011 Employee Portal Launch
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• 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 authorsEmployees are better supported in serving
customers
In summary: a few key benefits
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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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
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For External Customers
• No direct impacts to but employee training will benefit customers and business partners
Anticipated delivery by Q3/4 of 2011
What’s changing
• New authoring tool
• New ways to access training
• Course search function
• Manual time and money entry for learning
• Tracking learning consistently
What’s not changing
• Broker learning management (at least for now)
• Communication infrastructure
• ICBC’s commitment to learning
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• 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
Benefits
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Questions?