A top reinsurance company faced difficulty in integrating disparate internal stakeholder groups impacting a key migration program’s deliverables and timelines. The company needed help managing different working styles and expectations as well as misalignment on responsibilities.
The SSA & Company team developed a business case for digitization, drove consensus and adoption of the global processes, and established governance structure. To do this, the team conducted stakeholder analysis, initiated communication channels with C-suite, defined key metrics and monitoring tools to facilitate the change journey and manage financials, and managed 80+ team members and three software vendors to deliver eight data migrations and global reporting capabilities. The PMO delivered and measured P&L benefits, removed roadblocks to empower workstream leaders, provided consistent visibly to leadership, and ensured appropriate resources where required (CAPEX, human, etc.).
Delivered transformation of the global processing platform resulting in 15% in annual savings
Delivered transformation of the global processing platform resulting in 15% in annual savings
Due to poor data quality and inefficient reporting processes, a global insurance corporation lacked actionable real-time information on business unit performance and progress towards multi-year savings goals.
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A global reinsurance company was facing difficulty utilizing data analyses to effectively create differentiation in its core products.
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A global insurance corporation experienced an SME growth opportunity but faced profitability challenges due to patchwork systems and processes and poorly curated underwriting data.
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