ISG helped an insurance company reduce the impact of change and make a smooth transformation that resulted in over $1 million in savings.
Opportunity
A multinational insurance corporation was moving from over 20 different IT change-management systems and varying localized service-management processes to just one system with standardized processes and new roles. It wanted to create a common, state-of-the-art system across all IT units and increase operational and budget transparency. It wanted to save money, improve productivity, boost its ability to adapt to future needs and deliver faster, more stable services to computer users across the company. It wanted to create and execute a variety of efforts to inform and educate ITIL users about the changes and address risks associated with user adoption.
Imagining IT Differently
ISG met with key employees to better understand the IT team’s change fatigue. We completed a detailed stakeholder analysis, conducted a change-impact analysis and change-impact risk-mitigation workshops, and developed an IT training plan. Then we built a multi-level change network, identified and trained more than 500 “super users” and created and executed a communications assessment, strategy and plan.
We also helped build ongoing process-governance committees, and designed organizational change management (OCM) sustainment programs to last well beyond the project. The OCM team helped complete eight roadshow events, more than 150 train-the-trainer sessions, a highly visited project intranet site and a Yammer community, with more than 800 participants.
We also helped build ongoing process-governance committees, and designed organizational change management (OCM) sustainment programs to last well beyond the project. The OCM team helped complete eight roadshow events, more than 150 train-the-trainer sessions, a highly visited project intranet site and a Yammer community, with more than 800 participants.
Future Made Possible
- The company implemented a new state-of-the-art IT service management system with globalized processes and roles. In the first week after launch, more than 5,000 users were logging into the new system every day.
- Within one week of launch, 91 percent of “super users” reported their “go to” resources for answers about the project were self-service tools like online FAQs, rather than costly calls to the service desk or online help tickets.
- The global Chief Technology Officer (CTO) described the project’s initial launch as having gone “flawlessly,” with hypercare efforts ramping down in less than a month.
- The campaign is helping the company achieve more than $1 million in savings.
