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2013 ITSMF USA Project of the Year Assurant’s Unconventional Approach, Uncommon Results

AIMS. 2013 ITSMF USA Project of the Year Assurant’s Unconventional Approach, Uncommon Results. About Assurant A Little History Unconventional Approach Uncommon Results. Agenda.

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2013 ITSMF USA Project of the Year Assurant’s Unconventional Approach, Uncommon Results

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  1. AIMS 2013 ITSMF USA Project of the Year Assurant’sUnconventional Approach, Uncommon Results

  2. About Assurant A Little History Unconventional Approach Uncommon Results Agenda

  3. Assurant, Inc. is a provider of specialty insurance products and services in the U.S. and select worldwide markets. Assurant is a publicly traded, Fortune 500 company, and is a member of the S&P 500. There are approximately 14,000 employees globally. About Assurant

  4. About our businesses

  5. In the beginning… (Early 2000’s) IT organizational structure: Most within the business units Some shared services (centralized) IT atmosphere: Lots of redundancy Us vs. Them How did we get here?

  6. Shared Business Services perceived as overhead IT Service Management proposed as framework for delivering high quality service ITIL embraced Consultants ITIL training for managers & select staff New ITSM tool KPI & Metrics Process Architects Process Owners Maturity Assessments Continuous Process Improvement Program Results were great… but the businesses (our customers) were skeptical A need to provide value

  7. Reorganization in 2007 creates “Assurant Corporate Technology” (ACT) Limit variability, redundancy Leverage economies of scale No Service Management organization Ch..Ch..Ch..Ch..Changes

  8. “Process” had a negative connotation We still executed processes (incident, change) Inconsistent Inefficient Expensive Wrong motivation Recognition that ACT was not fulfilling our promise to operate as a single IT organization ITIL is a four letter word

  9. Service Management again proposed as a solution to delivering high quality services Support granted to: Establish common processes Hold all staff accountable to common goals Support NOT granted to: Fund ITSM efforts Staff ITSM efforts A need to provide value

  10. Virtual organization created in late 2009, functioning by 2010 Real accountability Specific goals Representation Function Role Location Hand-picked participants Leaders Process advocates Devil’s advocates Rock Stars Enter the Matrix

  11. Dual Accountability AIMS: Assurant Integrated Managed Support Process Structure (examples) Functional Structure(examples)

  12. Not eating the elephant

  13. The reward for doing great work? More work. • Performance goals for AIMS team members • Each team has a Service Improvement Plan • Members are evaluated on participation and contributions • Members are responsible for being a liaison to/from their functional team (communications) • All in addition to their “real jobs” • Time commitment • Each team meets regularly • Entire AIMS team meets quarterly • Members volunteer for assignments based on availability and interest

  14. Making AIMS stick • We’re all in this TOGETHER • All ACT employees have shared AIMS goals on their Performance Plan • Metrics are determined by Steering Committee • Use a lot of communication and a little peer pressure to help maintain focus • Targeted, actionable reporting • Review meetings twice a week • “In Sight” message quarterly

  15. Service Improvement Plans Living document Targeted improvements Prioritized, owned, scheduled Start with Quick Wins Quick, easy to implement Set stage for collaboration and change Create culture of process improvement Evolution of Changes Becoming more complex, intricate Target relationships between processes Slow and (mostly) steady progress

  16. Tangible Results65% Reduction in MTTR ACT Mean Time To Repair * from previous year

  17. Tangible Results27% Reduction in Major Incidents (since 2011)

  18. Tangible Results99.2% Successful Changes

  19. The one our customers like… Per Month

  20. …And even better! Per Month

  21. Working on AIMS is a “Badge of Honor” Shift to proactive, solution seeking Cross-organizational collaboration – including Business Unit IT Learning environment Reward/motivate successes Accountability Intangible Results

  22. Why AIMS works and what we still need to work on Strengths Diverse, deep pool of talent with extensive knowledge and experience Representation from across the org ensures many perspectives are considered Stakeholders are informed and engaged Promotes cross department collaboration and improvement which extends beyond AIMS Drives increased accountability through shared goals Reduces the chance that initiatives become IT centric or siloed Rotation of membership ensures fresh perspective and high engagement Cultural effect - AIMS members want to make a difference Opportunities Obtain a more even level of commitment and contribution from members Develop better mechanisms for communication and collaboration across a large organization Difficult to gain priority standing for AIMS work with other work going on Drive Service Management discipline and benefits beyond ACT

  23. People Tools Process Questions? Contact Meri Shanahan: meri.shanahan@assurant.com 651.361.5210

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