Everybody is talking about “Digital Disruption”, but how can your existing business processes be digitalised? How do you ensure implementation?

The starting situation

A leading credit institution is facing the challenge that its business model is increasingly being jeopardised by competitors and FinTechs. Despite substantial funding, conducting of Blue Ocean Workshops and setting up of a Digital Hub, no real innovations are recognisable. At the same time many solutions in the existing core business have not been systematically digitalised so far and also the corresponding processes have not been industrialised. Therefore, the potential within evolutionary digital advancement is far from being fully utilised. As a result, many customers move to classical competitors whose digital offer is more developed.

What options are there to digitalise the range of services and/or the processes in the lending and borrowing business? How are the “old” and the “new” world brought together? What changes are necessary in the organisation of the entire value-added chain?

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In many cases, business and IT projects do not produce the desired results and get out of hand with regard to time, content and budget.

The starting situation

A leading financial services provider has no standard budget, decision-making and control processes in place for business and IT projects. Time and again projects get out of hand in terms of time/content or considerably exceed the budget.

Lacking comprehensive project governance leads to a tight budget and scarce resources for important initiatives, in particular on the topic of digitalisation. Furthermore, there is not enough staff within the organisation that has the appropriate specialised and methodological know-how to efficiently manage projects.

How can a functioning project management be built up? How should the project portfolio be aligned to the corporate strategy and budget planning? How is comprehensive project governance implemented in due consideration of the different stakeholders and divisions? How can a scope for development be created for necessary digitalisation projects?

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You have developed innovative IT solutions for your customers. Unfortunately, you do not manage to scale them throughout the company and to industrialise the processes. What can you do?

The starting situation

In recent years, a health insurance company has implemented different partial solutions to optimise the customer interface. However, the solutions only cover part of the entire process, which leads to interface problems and extra manual effort. The result of the comprehensive shadow processing ratios still needs significant improvement. 

What measures are required to automatise and/or standardise processes and to improve the shadow processing potentials? How can the incorporation of online services be optimised? How can the insurance company improve its processes purposefully and implement process controlling and holistic process governance?

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You would like to create a sustainable transformation project. How can you avoid errors in the course of the project and in the implementation?

The starting situation

In the past, a market-leading insurance company set up several large change initiatives involving business and IT divisions, partly with mediocre success. An area of particular concern was the cooperation between business and IT, which not always went smoothly. A lack of communication and slow decision making also played a key role. Ultimately, the acceptance of the various stakeholders up to the management left much to be desired. On the whole, implementation often fell short of the expectations.

How should a transformation project be set up in a reasonable manner? What factors are decisive for the success of the project? How can the change process and sustainable project implementation be ensured?

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You have invested a lot in BPM. Unfortunately, your processes have not become more customer-oriented and the return on investment is negative. What is to be done?

The starting situation

For many years, a leading credit institution documented its business processes using considerable volumes of resources and on the basis of a market-leading tool. However, neither are the business goals operationalised in the business processes, nor is there a comprehensive optimisation of processes, IT, organisation, performance, risks and products. As a result, the company has not progressed beyond process documentation: merely a process data graveyard without recognisable added value was created.

What processes have the greatest influence on the company’s success? How can processes really be optimised and not only managed? How can the processes be created in a more customer-oriented way? How can BPM implementation for the purpose of risk management result in specific benefits in strategic IT management and within the scope of rules of procedure set out in writing.

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Your IT division still works in an old-fashioned way. How can you manage the digital change while at the same time maintaining a good IT service level?

The starting situation

A market-leading financial services provider is facing the digital challenge of developing new products and business models. In the past years, the company consolidated its IT division and sustainably reduced its cost. Nonetheless, the question is increasingly being sounded whether the IT division is still able to meet the demands: “too slow”, “inflexible”, “not innovative enough”, “too expensive”. As an important strategic measure, a cooperation is agreed between the shared service subsidiary and a FinTech startup.

How are the set goals to be achieved? What measures can the IT division react with? Can concepts such as agile development, bimodality etc. be established? How can the old and the new world be perfectly combined? What structure and process changes are required? How is governance to be established without hurting the startup spirit? How can the cooperation be arranged in an ideal way?

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