Customer Process & Decision Transformations
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Transcript of Customer Process & Decision Transformations
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Customer Process & Decision Transformations
Howard Webb Director, Advisory & Consulting Prolifics
Ryan Trollip Director, Decision Management Prolifics
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Agenda
Financial Services Funds disbursement Personalized interactions Credit card fraud
Healthcare Group onboarding Special needs claims
Rights Management
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Financial Services: Funds Disbursement The Scenario
The Company: A financial services firm with $4.6 trillion in assets under administration, including managed assets of $1.9 trillion, as of December 31, 2013.
The Challenges: Intensive manual processes involved in trading, funds disbursement,
and customer service requests: redemptions, liquidations, account close outs
Multiple legacy and disjointed systems No clear visibility of the business processes from senior management
perspective Complex and cumbersome manual processes
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Financial Services: Funds Disbursement The Approach Reduce/remove human error through workflow automation Integrate disjointed legacy systems through workflow
orchestration Visualize business processes through process modeling and begin
monitoring process execution Identify key performance metrics Provide management dashboards
Reduce complexity by extracting business rules from processes Manage rules as separate business artifacts
Technology
IBM BPM IBM ODM
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Financial Services: Funds Disbursement The Results Reduction in human errors Dramatic improvements in process throughput Improved customer satisfaction Greater flexibility in responding to customers needs due to
extracted business rules Better scalability & reduced cost of change
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Financial Services: Personalized Interactions The Scenario
The Challenges:
Inconsistent customer interactions / messaging across channels Ineffective cross sell and campaign reach Duplication of campaign logic & inconsistency High cost of ownership Slow to capture trends or missing opportunities
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Financial Services: Personalized Interactions The Approach Model decisions and process Centralize decisions and workflow Implement as SOA services across all channels Implement MDM and caching Capture data via an interaction hub (Big Data) Ingratiate with analytics models
Technology
IBM BPM IBM ODM IBM IIB (fka WMB)
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Financial Services: Personalized Interactions The Results
Consistency across channels, better customer experience 600% better cross sell Better identification of at-risk customers Reduction in cost of ownership and agility
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Financial Services: Credit Card Fraud The Scenario The Company: Multinational financial services, principal business
focuses on processing payments between banks and merchants for debit and credit cards.
The Challenges: Slow reaction time to international fraud events Many mistakes and unnecessary complexity Limited flexibility & modularity in product offering Duplication of rules, performance issues with 6000+ TPS
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Financial Services: Credit Card Fraud The Approach Manage
Implemented governance processes for change Implement consistent modeling techniques COE standards and naming conventions
Re-Architect Upgrade platforms, significant customizations Re-Architect system to allow for better use of IBM ODM rules
automation Consolidate rule sets & centralize
Innovate & Optimize Implement improvements to decision metrics Implement & improve what if analysis
Technology IBM BPM IBM ODM
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Financial Services: Credit Card Fraud The Results
Reduction in “fat finger” errors Decrease false detection rate Quicker turnaround for new strategies, Improved customer
satisfaction Quicker product creation Better performance Lower cost of ownership
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Healthcare Payer: Group Onboarding The Scenario The Company: A healthcare payer with $29.1 billion in annual
revenues, 35,000 employees worldwide, and 75 million global customer relationships.
The Challenge: Outdated, inefficient, expensive process for onboarding clients Technology obsolete Redundant data generated without a clear system of record
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Healthcare Payer: Group Onboarding The Approach Model current state client onboarding process end-to-end
Very large, enterprise wide process Many departments involved Cross-departmental facilitated modeling sessions Reach consensus on current state
Perform data analysis mapping legacy data to business process Identify single process owner Begin capturing ‘high-level’ business decisions Identify technology gaps, mapped to business process
Technology
IBM BlueWorks Live (Phase I) Phase II :
• IBM BPM • IBM ODM
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Healthcare Payer: Group Onboarding The Results First phase focused on non-technology related process
improvements Clarify roles & responsibilities Procedural changes Checks and balances
Reduced process checkpoints from 45 to 9 Lack of trust in the process Lack of trust across departments
Developed clear, concise roadmap for new technology Identified definitive systems of record
Improved customer service issues by providing more timely, accurate status
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Healthcare Payer: Special Needs Claims The Scenario
The Challenge: Partially manual processing of complex dual eligible claims Expensive vendor systems Restricted ability to scale
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Healthcare Payer: Special Needs Claims The Approach
Develop comprehensive business architecture Focused on business processes, data (business entities), capabilities,
high-level current state technology Refine business strategy Prioritize efforts based on business strategy Decision management initiative to support:
Process simplification Agility needed to support changing market conditions & customer
demands Externalization of complex business decisions like distributions
Automate and orchestrate workflow
Technology IBM BPM IBM ODM IBM IIB - SOA Integration
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Healthcare Payer: Special Needs Claims The Results The Results:
Business able to update the rules annually Easily change to new regulations and International Classification of
Diseases (ICD) codes Totally automated processing
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Rights Management Firm The Scenario
The Company: A rights management firm overseeing more than 8.5 million musical works owned by more than 600,000 songwriters, composers, and music publishers.
The Challenge: Dramatic industry changes impacting business Customer demands and expectations Outdated business processes and supporting technology Alignment of technology initiatives and process improvements General lack of agility in innovation
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Rights Management Firm The Approach Develop comprehensive business architecture
Focused on business processes, data (business entities), capabilities, high-level current state technology
Refine business strategy Prioritize efforts based on business strategy Decision management initiative to support:
Process simplification Agility needed to support changing market conditions & customer
demands Externalization of complex business decisions like distributions
Automate and orchestrate workflow
Technology IBM BPM IBM ODM IBM IIB - SOA Integration
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Rights Management Firm The Results First customer self-service capabilities Process-orientation embraced across the enterprise Workflow automation beginning to provide business value Decisions extracted from processes and legacy systems into rules
management environment (IBM ODM)
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