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Transforming Process Design & Management with BusinessOptixCase StudySummary•
Financial services organization had an objective to transform their
customer-facing process design and management practices• Journey started with
creation of continuous improvement team who’s first task was to transform the
claims management process• Identified that new tool required to support
transformation• BusinessOptix introduced to create, store and manage processes•
Initial BusinessOptix outputs included illustrating current and figure states;
creating and publishing training material; capturing process risks;enabling
process sharing, reviews, and approvals; providing end-user activity reports and
a central process library• Outcome has been significant improve-ments in the way
processes are designed, rolled out and managed. For example, processes are now
documented, teams are able to easily capture and share process changes and teams
collaborate• Plans going forward include increasing collaboration, moving from
team to customer experience view of processes and using metrics to support
understand-ing of performance and decision makingAiming to transform a
businessThis well-known financial services organization had an objective to
transform their customer facing working practices from ad hoc and siloed to
continuously improving. The journey started with the creation of a continuous
improvement team whose first task was to transform the claims handling process.
Early on the team recognized that documenting their as-is and to-be processes
and finding a simple way to roll these out was going to be an important part of
the transition. At the time the business was using Visio and identified the need
for a tool that would support the multiple dimensions (incl. modeling,
comparisons, version control, etc.) of their work. Getting startedWith the
introduction of BusinessOptix, the team were able to create a centralised space
for creating, storing and managing their processes. From here they used
workshops to map the existing process (as-is) and then moved onto updating and
writing new processes (to-be). A key instrument in demonstrating the changes was
the BusinessOptix transformation feature. This visually brought to life and
illustrated the current and future state to stakeholders – for example,
illustrating reductions in the number of steps.

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