Holding automation to its forecast
Process improvement and automation governance at a leading insurance broker.
The operational challenge
A leading insurance broker's UK operation was investing in automation across policy servicing, fiduciary and back-office work.
Projects started on forecast benefits that were rarely checked once delivered, and processes reached development before anyone had tested whether they were suitable for automation.
What the engagement delivered
- End-to-end discovery across policy servicing and fiduciary processes, producing a prioritised pipeline of opportunities, with more held in backlog.
- A governance model for the automation portfolio: checkpoint criteria, quality assurance, and a toolkit for process mapping and automation assessment.
- A benefits tracker comparing realised benefit against forecast, reported to the operation's senior leaders.
- Back-office work automated, including filing high volumes of emailed invoices, cash posting, carrier query reconciliation and certificate processing in a specialty line.
Outcome
Unsuitable projects stopped early, before they consumed development budget.
Leania was contracted to lead the work. That meant directing a team of business analysts and developers alongside the broker's continuous improvement team and its offshore delivery centre, and chairing the automation board with senior stakeholders from the business, IT and risk.
The broker is not named, at its request. Client systems, volumes, benefits and commercial information are not disclosed.