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November 16, 2010

COPE Update The Common Enablers Portfolio Supporting 2014 Strategy Gary Eastwood Director, 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

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November 16, 2010

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  1. COPE Update The Common Enablers PortfolioSupporting 2014 StrategyGary EastwoodDirector, IS Transformation &Common Enablers Leadership Team Chair November 16, 2010

  2. Agenda • Review today’s objectives • Strategy 2014 and the employee & customer experience • Common Enablers portfolio • Ensuring success • Questions

  3. 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 operations • Share information about three projects from within Common Enablers which will help deliver a better customer and employee experience

  4. 2014 Strategy

  5. 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

  6. Projects that deliver capabilities required by one or more clusters Common Enablers Claims Pricing Common Enablers Customer Relationship • 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

  7. TP Projects: Common Enablers Building the capability within the organization to deliver TP: • 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) • 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)

  8. TP Projects: Common Enablers Building a foundation of supporting technology common to all clusters: • Develop an informationstrategy to supportreporting within andacross businesssolutions, andimplement appropriate business intelligence and reporting technology to support the strategy (INFO – Business Information Project) • Begins the • replacement • of obsolete technology with a new content management solution(Microfiche Replacement) • Provide a framework to enable the integration of new and existing systems and technologies in our evolving technical and business environment (Integration Services)

  9. TP Projects: Common Enablers Supporting customer, employee, and partner access to systems and information: • 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) • 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)

  10. Technology Alignment Strategy and Strategic Principles for Transformation

  11. Technology: Current State • 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) Claims Portfolio Insurance Portfolio Driver Licensing Portfolio

  12. Technology Alignment Strategy (TAS) • 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

  13. Guidance – Strategic Principles Increase Long-term Business Agility What does this mean to you? • Acquire commercial off-the-shelf (COTS) solutions to speed delivery • Exploit out-of-the box functionality • Avoid custom building and customization. Configure as required • Modern, intuitive systems • Change business processes to leverage package functionality • Adopt industry best practice • Align to vendor’s product vision Manage Complexity • Use major solutions wherever possible • Limited coexistence period • Shared information standards • Align on common services • Standardize on 3-4 major solutions (e.g. CMSS, SAP) • Decommission old processes and systems • Share enterprise-wide services

  14. What does this mean for our external customers? Perceptions of more choice Improved integrated services and products experience In the future, more online services – ease of doing business

  15. What does this mean for our employees? Internal Customer Experience Staffing Industry standard skill sets Greater ability to hire Retirement risk mitigation • Moving to industry standard practices • Improved agility and speed implementing change • Richer user experience • Embracing change

  16. Employee Portal Foundation Project (EPFP)

  17. Employee Portal Foundation Project What is it? • 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

  18. The Hub has really grown over the years… • Over 5000 users • 400 sites • 100,000 pages • 150 policies & manuals • 850 forms 100,000 total pages 1999 The Hub 2005 Oct 2010

  19. … resulting in a number of pain points • 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 100,000 total pages 1999 The Hub 2005 Oct 2010

  20. … resulting in a number of pain points “Where is that address?! I have a customer waiting…” 100,000 total pages 1999 The Hub 2005 Oct 2010

  21. Employee experience gaps: Consistency • “We hide info by using different labels and different locations for similar content” (Click to play movie)

  22. How does this problem impact us? • 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

  23. INTRANET:CURRENT STATE

  24. Mandate of EPFP Create a more consistent, predictable and successful user experience through: • A new consistent navigation, consistent page layouts, and improved search • A content management system with a publishing workflow to automate governance • A single content repository with multiple access points to eliminate content redundancies and inconsistencies

  25. What will we be getting? Search Personalized Tools Governance Pricing Claims EPF Common Enablers Employee Portal Foundation Project Communication Directory Customer Relationship Collaboration Content There are a variety of new capabilities delivered through the Employee Portal

  26. How does this help employees succeed? Improving Customer Perception Improve Employee Experience Maintain Financial Stability Providing avenues to gather employees’ input and foster dialogue across the corporation Supporting learning and development initiatives Helping to build a culture of recognition Bringing the branded experience to employees Providing direct and efficient access to the tools, information and expertise employees need to serve their customers Providing access to information and tools consistent with the key customer touch points Supporting employee interactions with our customers Connect with experts more easily

  27. June 2011 Employee Portal Launch What’s changing What’s not changing Employee portal doesn’t change any Applications Access to divisional tools – no impact Access to critical systems – no impact • Hub home page • New search • People directory • Collaboration tools • Process & content publishing guidelines • New branded pages

  28. In summary: a few key benefits • 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 authors • Employees are better supported in serving customers

  29. Learning Management System Project (LMSP)

  30. 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

  31. http://www.youtube.com/watch?v=-JTc9HeTh1A

  32. 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

  33. 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

  34. 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

  35. Why Change? • Improve employee experience • Enable and support TP • Deliver a consistent learning and development experience

  36. Impacts of Project For Employees • Access to more training opportunities • Options for how to receive training • Improved learning experience • For External Customers • No direct impacts to but employee training will benefit customers and business partners

  37. Anticipated delivery by Q3/4 of 2011 What’s changing What’s not changing Broker learning management (at least for now) Communication infrastructure ICBC’s commitment to learning • New authoring tool • New ways to access training • Course search function • Manual time and money entry for learning • Tracking learning consistently

  38. Benefits • 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

  39. Questions?

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