As a dominating insurer in the market providing high-quality Canadian home, auto and business insurance, our client had grown rapidly through multiple acquisitions. Very little integration was completed for the acquired organizations, business processes and associated technology.
Due to increased complexity and rising costs, a strategic decision was made to undertake a large ten-year program to replace multiple legacy systems with one platform. This would put pressure on the amount of effort required around the change aspects of this program within the business areas.
Specific to the impact to people (stakeholders both internal and external), issues were expected which included the management of doubt concerning the selected solution, the scale of changes to business processes, job roles and sustaining the proficiency and adoption rate on a new system.
Given the size and criticality of the program, there was a perceived need for more formal processes and application of best practices regarding change management. There was little expertise and experience within the organization related to change management and our client recognized that they needed help to ensure the success and sustainment of this change.
Our team conducted a review of the strategy, approach, structure and plans for effective change management for the program and provided recommendations to position the change management team and their effort for success. Through workshops with relevant client personnel, two surveys and review and analysis of relevant experience of internal resources and existing documentation regarding the change management approach and plans, our consultant identified significant gaps.
Two assessment reports were delivered. The first report addressed short term needs related to mobilizing and engaging change champions within the organization. The second more comprehensive report was developed using best practices that identified key gaps and specific recommendations for gap closure.