From paper files to digital insurance underwriting Workplace Convention/T2... · 2016-10-26 ·...

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From paper files to digital

insurance underwriting

Delcredere | Ducroire

Olivier LambertynUnderwriting & Account Management

Steven DeneirProject & Portfolio Management Office

Brussels, October 25th, 2016

Agenda

Digital Workplace Convention – October 25th 20162

1. Delcredere|Ducroire: Underwriting & Account Management

2. From paper files… to digital insurance underwriting

3. Approach

4. Solution

5. Lessons learned

Table of contents

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Some facts & figures

About Delcredere|Ducroire

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Some facts and figures

Credendo Group Structure


Delcredere|Ducroire is Belgium’s export credit agency and heads the Credendo Group

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M €2013 2014 2015

Insured transactions82 370 95 082 83 694

Premium365,6 371,3 389,6

claims170,7 73,3 351,3

Equity2 036,7 2 368,4 2 375,7

Staff442 455 487

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In charge of the underwriting of transactions presented to Delcredere|Ducroire:

• Being the first line of communication for a client who requests insurance;

• Collecting information regarding the risks to be assessed;

• Assessing risks and other relevant aspects;

• Looking at feasibility of the insurance requests and determining the pricing;

• Proposal of decision;

• Issuing the offers of cover and insurance policies;

• Managing the insurance policies;

• Performing risk monitoring.


About Underwriting and Account Management Department

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From paper files to digital insurance underwriting

The project


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• Historically paper-based administration and locally stored files

Getting rid of paper files


Challenge:

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• Often sensitive and complex cases, leading to lots of paperwork

• Existing digital information had to be kept on local storage; potential

danger with sensitive data

• Information from multiple sources

• Delays between insurance request and insurance proposal, whereas

speed and accuracy are necessary

• Lack of efficiency, no insight into the detailed status of a case and

oversight issues

• Difficult to monitor performance

Operational challenges


Why?

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Digital insurance underwriting


Objective:

• Standardizing the UAM workflows and processes

• Faster throughput

• Transparent workflow

• status and progress of the request

• overview of the decision-making process

• User-friendly and well-performing solution

• More know-how retention

• Agility and flexibility


How Delcredere|Ducroire managed the project

Project Approach

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• Extensive business analysis

• Detailed documentation of the TO BE workflows

• Search for initial alignment with final solution

• An Alfresco solution to be implemented using an external supplier

• Very good starting point for functional analysis performed by external

partner

Prior to project start


Preparation

Prioritized Requirements List according toMoSCoW

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Prioritizing is key


Requirements

60%

40%

Must haves � could in no case be removed from the scope; had to be implemented in order to get acceptance at the end of the project

Should haves � could be removed in case of more serious issues

Could haves � can be removed in case of minor issues

Won’t have this time

� Everyone understands and agrees on the priorities

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• Business Ambassadors

• Change management

• Senior Management support


Critical Success Factors

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Business ambassadors:

• 1 per operational team

• Appointed and agreed + backup

• 50% of their time over the course of 5 months

• Close collaboration with developers

• Located in the same space as the developers

• Responsibilities:

• Provide input to the developers by handing detailed requirements

• Confirm on a regular basis that the solution is evolving into the direction of a fit-for-purpose solution

• Inform and train colleagues and bring back possible concerns to the developers

• Getting everyone on board; be a change managementcatalyst


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Change management:

• Strong engagement of the entire UAM department

• Encouraged by the middle-management and the Business

Ambassadors

• Continuously and clearly communicating a consistent message on a

proactive basis


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Senior Management Support

• High visibility project

• Senior Management present at key moments in the project

• Encouraging feedback


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Managing the development of the solution

Project Approach

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Agile approach: the entire project time was divided in a number of timeboxes


Development of the solution

Project 1020: Alfresco

Timebox

1

Timebox

2Timebox

3

Timebox

4

Timebox

5

Timebox

6

Timebox

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Timebox 3

Kick-off Investigation Refinement Consolidation Close-out

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During each timebox specific components were built, tested and

feedback was given:

1. Agree on the scope of the sprint

2. Make priorities in the scope

3. Set the approval criteria

4. Full clarification of all requirements

5. Developing all requirements in a functional solution

6. Achieving the approval criteria

7. Review session with demo + feedback


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The solution in production

The Result


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• The user has direct access to the application via a web link

• When launching the application, the user is automatically logged on

• The opening page is their personal dashboard


Personal Dashboards

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Case Details Page

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Graphical view


Decision-making process

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• Case management system instead of

pure process-driven Business Process Management

• Manage digital documents within a case

• Support the operational activities using case metadata, reminders,

activities, history, and (simple) workflows

• Support the daily case-related activities and guide users by

providing them with a complete overview of cases, their

documents, and related activities/tasks and reminde rs

• Flexible reporting functionality , including Excel exports


Additional Features & Benefits

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How our collaborators reacted to the new solution

Feedback


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“No more paper”“Uniformity in the way documents are saved (naming, folders,…)”

“Overview of “what has been done” and what is to be expected.Avoids having to search in a pile of paper…”

“Feedback is clear (track changes, comments)”

“Quick access to the files you are working on”

“It helps to maintain an overview of the cases I’m working on and in which stage they are.”

“Streamlining of the review and decision processes: they are quicker , more transparant, and better documented,. Significant support to a more uniformized and harmonized way of working within the wholedepartment.”

“Electronic reviews of proposal/decision docs: by writing in the doc, the “back and forth” [of paper documents] between drafterand reviewer is avoided […] Small errors can also be correctedin the doc self.”

UAM Alfresco Survey

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What would we repeat and what would we do differently?

Lessons Learned


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• Have clear business processes so the focus can be on the

functionality

• MoSCoW prioritization combined with strict and short timeboxes

• Have explicit senior management visibility for all stakeholders

• Strong and continuous involvement of business experts

• Plan business involvement as soon as possible and monitor this

involvement

• Empowering people to the lowest possible level

• Clear communication channels are important


Lessons Learned

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Now is a good time

Olivier Lambertyn

Underwriting & Account Management

Steven Deneir

Project & Portfolio Management Office

Rue Montoyerstraat 3

1000 Brussels, Belgium

www.credendogroup.com


Questions

?

Turning uncertainties into opportunities

From paper files to digital insurance underwriting Workplace Convention/T2... · 2016-10-26 ·...

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