BUSINESS TRANSFORMATION – FINANCIAL SERVICES SECTOR

BUSINESS TRANSFORMATION – FINANCIAL SERVICES SECTOR

THE OPPORTUNITY

In 2012, a leading South African Insurer partnered with CatalytIQ to drive a programme that would transform the Operating Model of one of its core businesses.

CatalytIQ drove a business transformation structured over 3 years that was centered on positioning the business for growth by optimizing operations, developing a fundamentally new product suite and service model and realigning the culture and organizational design to support the new model.

OUR APPROACH

FOCUS:

  • Working in the capacity of programme management, with direct access to top executives and operational leadership from across the business value chain – the team supported the business leadership team in crystallizing the future state vision through rigorous blueprinting and visualization.
  • Ensure broad stakeholder alignment ito intent, vision and business benefit.
  • Manage key stakeholders across the organisation from the Board level down to ensure buy-in, support and continued traction.

TOOLS & TECHNIQUES

  • Build a detailed benefits model that surfaced the link between target benefits and what needed to change within the business to effect that change. Direct links to the projects within the programme that would directly/indirectly effect the change were made with clear links ito timing and materiality.
  • Create clear execution plans in support of the above stated vision and drive focused execution against them.
  • Create a capability for scanning and integration that would allow us to adapt our approach as things emerged during the course of the transformation.
  • Use rigorous benefits tracking to keep us honest in terms of tactical decisions along the way and as a mechanism to quantify the impact of such decisions to the Steering committee.
  • Develop many frameworks and responses to describe propositions, target business blueprint.
  • Develop MI framework and drive delivery of operational and executive MI that would transform the business.

STYLE

  • Set up a cross functional team and work across Business Units to manage the decision making.
  • Immerse into the organisation and work as part of the team.
  • Remain technology supplier agnostic, but clear on the technical building blocks required to be successful.
  • Keep the leadership team honest and focused on the goal through the tough times and be there every step of the way to support the team.

PROGRESS

  • The transformation was successfully concluded at the end of 2015 with a few initiatives being continued through BAU. Benefits were successfully delivered and significant contributions have been made to the business ito new capabilities, skills and perspectives on how to run this new business successfully.
BUSINESS TRANSFORMATION – FMCG Sector

BUSINESS TRANSFORMATION – FMCG Sector

THE OPPORTUNITY

In 2014, a leading South African Retailer partnered with CatalytIQ to create a programme that would bring together disparate customer initiatives from across the Group to help focus, direct & optimise technology investment.

Through an initial investigation of the landscape, collaborative framing of the business benefits and objectives and creation of a target business blueprint, CatalytIQ initiated a business transformation structured over 3 implementation phases.

This transformation was centered on growing scale, digitising core processes, putting customer data at the heart of the business in order to deliver world class customer experience.

OUR APPROACH

FOCUS:

  • Working in the capacity of programme management, with direct access to top executives and operational leadership in both business and IT, create clarity of purpose and priority around the customer agenda.
  • Drive creation of the vision & work tirelessly to embed & reinforce the vision with executive leadership
  • Manage key stakeholders across the organisation from the Board level down to ensure buy-in, support and continued traction

TOOLS & TECHNIQUES

  • Build a detailed benefits model around key objectives & linked to strategy – to surface detailed change levers, allow informed decision making and to support rigorous tracking of benefits realisation along the way.
  • Conduct impact and maturity assessments of the current world, and develop the target maturity goals.
  • Embed customer journey mapping as a competence – use this practice to inform blueprinting.
  • Deliver a tangible (visual) framework (blueprint) to support and enable delivery sequencing as well as the investment case.
  • Surface critical set of Key Performance Indicators that allow the business to monitor the impact of deliveries on customer experience.
  • Drive delivery through agile methods and continuous improvement.

STYLE

  •  Set up a cross functional team and work across Business Units to manage the decision making.

  • Immerse into the organisation and work as part of the team.

  • Remain technology supplier agnostic, but clear on the technical building blocks required – support the business through the various vendor & partner selection processes.

  • Deliver a tangible (visual) framework (blueprint) to support and enable delivery sequencing as well as the investment case.

  • Surface critical set of Key Performance Indicators that allow the business to monitor the impact of deliveries on customer experience.

  • Drive delivery through agile methods and continuous improvement.

PROGRESS

  • Work is in progress on the first phase of transformation (laying the foundation). Concurrently the team are supporting the business through finalising scope, executive support and funding for the second phase in the organisation’s transformation journey.