Doug's Digital Transformation Journey: Process Optimization

While learning the ins and outs of each department, Doug and B|G discovered many inconsistencies within the processes of the organization. It seemed as though, even within specific departments, employees had various ways of doing things and the managers were not enforcing a central playbook. For example, when it came to setting up a new customer profile, Amanda, one of the group benefits account managers, would use a completely different process from Liz, the account manager sitting at the desk right next to her. Once the customer profile was set up, employees collected different data points and most customer profiles were partially filled out.

The lack of one central process, along with poor documentation by employees, resulted in great inefficiencies and inconsistencies. Poor processes, which may have seemed irrelevant for the employee in the moment, creating a slew of problems that resulted in lost revenue and the inability to gather data.

B|G worked closely with employees to map out the ideal way in completing a process. They identified steps that could be eliminated, processes that could be enhanced through technological improvements outlined on the 3-year roadmap, and opportunities to train currently employees to enhance their ability to complete tasks. B|G identified 12 different processes that could be further optimized throughout the complete of the 3-year roadmap. Improving these processes would result in a better collection of data, fewer headaches for employees, better experiences for customers, and significant cost savings across departments.