Project One Leading Change
Client focus
Making a real difference
the outcome
Initially, Project One undertook a short piece of work to provide a framework that assessed the way ReAssure were operating, where they wanted to get to, and the actions required. They then agreed the framework of what they wanted to achieve over the next 18 months. A programme that Project One would help to implement and manage overall. “It was really helpful because Project One drew upon their experience of what ‘good’ looks like and identified common flaws, producing a best practice framework – not an out-of-the-box change methodology.” Said Jon. “Project One Consultant, Jane Logie, had the credibility and experience to work at a senior level and with different components of the business that contribute to change – this was critical for me. “The number of functions integral to the overall change process do not all report to me and the only way it was going to work was if we tackled it holistically. That’s why having someone like Jane on board was vital. She had also worked at other large insurance companies, and knows some of the peculiarities of our business.”
“We all know you can’t process design your way to greatness…but having great process design combined with a team that stand shoulder-to- shoulder, choosing to succeed together, is incredibly powerful.” Jane Logie
“We are replicating existing products cost effectively, that still requires a degree of innovation but it’s more about innovation of the solution, rather than innovation of the product.” Jon Whitaker Aside from the financial benefits where substantial savings can be re- invested into the business, ReAssure is targeting a 20% productivity improvement. There is a real sense of drive and ambition for the future, a more innovative culture and a team that understands the wider impact of change, using the same terminology and equipped to continue to make progress with pace and energy. The objective of the ‘Changing Change’ initiative was to replace the programme of change with a continuous improvement culture that lives and breathes. This resulted in a seismic shift with people engaging in, and thinking about the end outcome for the piece of change and how best to achieve it. “We’re harnessing our skills and applying our knowledge and innovation far more effectively to find smart solutions to very complex problems – that is very interesting and exciting.” Said Jon. “The power of getting the team involved in the delivery of end-to-end change, and working collaboratively with common vision and behaviours, has probably been the most important thing that we’ve done.”
The top four things that helped to make a real difference:
Jon always wanted to get his team truly engaged in the programme and he supported them in terms of time and resource to make this possible. The new operating model removed duplication and overlap and made it clear where accountabilities resided, enabling the team to ‘play in position’, as well as be part of the whole. Having a ‘cheerleader’ and someone who could accelerate development of new ways of working. Project One’s bespoke approach, assessing the situation and the needs of the business, and becoming a true partner.
The Approach A number of transitions were identified to take ReAssure through to Q4 2018 and an efficient change delivery function. During the engagement, Project One was responsible for three sprints, each of which built upon the foundations of its predecessor.
Sprint 3: Had many strands including: - Leadership of the ‘Changing Change’ Programme - The definition, approval and implementation of tier 2 Target Operating Models - Reengineering of key processes (sequential, gating, estimating, demand & supply, KPI’s, benefits, common data/reporting, fast track – edge cases) - Defining new backlog management, sponsorship and behaviours - The identification of quantifiable savings resulting from the changes implemented. Throughout the three sprints, Jane worked with the senior team creating opportunities for them to develop a shared and compelling vision for end-to-end change, and to challenge them to collaborate and become a living example of the ReAssure One Team approach.
Sprint 1: Focused on the completion of a change capability assessment and the presentation of findings and recommendations. The final presentation was shared with executives and functional heads and consensus reached that there were significant capability gaps and a desire to take action.
Sprint 2: Focused on putting in place strong foundations for future capability development . A new multi-modal model was defined and approved, along with three transition states. A revised end- to-end Target Operating Model removed overlap and duplication, and clearly set out functional accountabilities. In addition, the ‘Changing Change’ Programme was reorganised into a more logical set of workstreams, with clearer focus on deliverables by transition state.
08 PROJECTONE.COM - issue 14
issue 14 - PROJECTONE.COM 09
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