RSA Insurance Group Case Study 2015: Shared services: making things better together
Who should attend?
This session is for managers and leaders in medium to large organisations who wish to understand how the right structure for planning and support functions can enable better organisational buy-in, engagement and performance. It may also be of interest to those looking at shared services models for other types of function.
How effective support relationships at RSA have enabled transformation that saved the business £23m in UK claims, established a global best practice model and brought planning closer to the business.
- Learn how RSA re-designed the support structure to build successful relationships and drive engagement and value.
- See how the standards audit findings were used to drive change and improvement
- Understand how the new shared service model works in practice
- Hear how the global best practice model was developed and implemented
In a fiercely competitive market, two initiatives show the fundamental role support teams play in transforming the business. Firstly, by providing front-line claims teams with a framework to improve their own performance and starting with data, measuring what really matters, Project IMPACT helped reduce indemnity spend 10% & settlements by £18m, using an approach now being adopted in other territories. Secondly, the planning function (SOAR) used evidence and ideas from their Standard Audit to re-structure, creating new Business Partner Roles, focussed on stakeholder engagement. By delivering expert planning services, including sophisticated Back Office and Surge Modelling, and driving collaboration and consistency across business areas they have helped the UK business save £5m.
Site Visit was on 16th June in Halifax
Npower, British Gas Central Heating and Installations, Volkswagen Financial Services, The AA, Yorkshire Building Society, Eon
Example Job Titles
Resource Planning Manager, Quality Manager, MI Consultant, Senior Analyst, MI Manager, Real Time Analyst, Planning Analyst, Fulfilment and Change Manager,
Key takeaways and learning
- Engaging the operation and being close to the customer is key
- The “BRILL” methodology – how to engage our teams and involve them in problem solving action plans.
- Empowering people to work look at their own areas and work on what is within their own control
- Understanding “Surge Model” and the
- The “Business Partner Model” – could I use this is an MI role?
Questions raised for future discussion / future events / future “hot topics”
Overall rating – approval rating from feedback forms (% would recommend)
“A very enjoyable and interesting day” –Nic Johnson Eon
“It was great to move around in groups and visit areas of the business meeting and talking with many different members of the team” – Steven Hagen, Sage
“Utilising break-out sessions, smaller groups made it more focused when we went on to the floor and really enjoyed taking part in the team huddle” – Stephen Ainsworth, British Gas.
Take a look at these articles, videos and links