CIO Expectations the Insurance Sector. Brad Bodell, CIO, CNO Financial John Vonesh, Managing Director, Alsbridge

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1 CIO Expectations the Insurance Sector Brad Bodell, CIO, CNO Financial John Vonesh, Managing Director, Alsbridge

2 Today s Agenda A CIO s Expectations from an IT Services Provider Transition to Managed Service 2

3 Today s Agenda A CIO s Expectations from an IT Services Provider Transition to Managed Service 3

4 Successful IT Partnering - a CIO s Views Full Solution ITO/BPO/Consulting Managed Service Client Partnership Looking for firms that can go beyond a vendor to a partner committed to mutual goals Comfort in saying no Access to senior leaders Industry Experience Insurance knowledge key Thought Leadership Process Technology Innovation Ability to demonstrate firm s ability to innovate across products and solutions Commercial Terms Competitive 4

5 Transition to Managed Service 5

6 Managed Service- Industry migration from staff augmentation to managed service is accelerating. More than half of new and renewal applications maintenance and development contracts Alsbridge supports contain a managed service component Characteristics of a managed service partnership: The role of the client s retained organization moves from activity management to outcomes management Pricing moves from per FTE to unit or fixed (often measured by size and complexity of applications portfolio) Governance focus shifts from tactical to strategic Features and Benefits of a managed service partnership: Costs become more predicable Role of retained organization becomes more focused on the business and its strategy More robust processes and disciplines are required Each party must play an active role to ensure a successful transition 6

7 Benefits to Anticipate in Working with an MSP IT can concentrate on core business goals and objectives Ability to structure retained organization to Periodic reviews of the environment Outsourcing IT services to a provider that specializes in your industry can Increased capability for innovation Analyze trends in performance or capacity and define future needs A standard practice for good managed services providers Reduce expense and make spending more predictable ( run ) Provider will examine the current environment and bring a fresh perspective Devote more energy to strategic planning with the business Make educated, informed decisions about future IT capacity/performance needs Constantly watching for anything that might put the client s environment at risk Free discretionary funds for strategic transformation ( build ) Provide greater access to specialized skills only as needed Give business a competitive edge in pricing, speed to market Ideas from other client situations that can be applied here Providers making significant investments in emerging technologies to remain competitive 7

8 Critical Success Factors Define scope to be sourced-clearly defined roles for provider and client with no gaps or overlaps Jointly develop a detailed transition plan and carefully monitor progress against milestones Design retained organization thoughtfully (roles and size)-responsibilities change substantially Choose provider(s) wisely-industry credentials, scale, capabilities Establish a contract with contemporary terms Ensure that vendor management practices are in place-monitor adherence to all contractual terms Conduct multilevel (tactical to strategic) joint governance meetings with the proper agenda, participants and cadenceencourage open and honest communication 8

9 Case Study-a Middle Tier Insurance Company Challenges: Sale of a large closed block creates an immediate need for significant cost reduction IT organization saddled with supporting multiple legacy platforms leaving little budget for new development and innovation Smallish Indian captive requires inordinate management and oversight Determination made that large scale outsourcing of IT may address challenges Approach taken: 8 week project to set sourcing goals, determine scope to source, develop business case Initial screening of 8 potential service provider candidates Narrowed list to 4 RFP recipients, down select to 2 providers for parallel negotiations Final selection based on capabilities, cultural fit, and of course price Emphasis on organization readiness training and process documentation The deal: Provider rebadges key in scope resources and acquires captive 4 month phased transition with frequent milestones and checkpoints Fixed price application maintenance with ARC/RRC linked to number of apps deployed Defined application development pool with flexibility to expand/contract based on demand Contract with clearly defined roles and assignment of accountability for results Business case of 25% savings achieved 9

10 Case Study Takeaways Careful planning for scope of services to be sourced and retained organization design creates a solid foundation for success Parallel negotiations drive healthy competition leading to a good contract Careful planning for scope of services to be sourced and retained organization design creates a solid foundation for success Thorough evaluation of potential providers with frequent interaction at the appropriate levels identifies the best partner (cultural fit) Rebadging can be an effective means to: Retain critical domain knowledge Reduce transition risk Create a more positive message for the organization and community Careful planning for scope of services to be sourced and retained organization design creates a solid foundation for success 10

11 Americas EMEA Asia-Pacific Corporate Headquarters Dallas Parkway Suite 200 Addison, TX USA Tel: +1 (877) Canada The Exchange Tower 130 King St. West, Suite 1800 Toronto, ON M5X 1E3 Canada Tel: +1 (416) United Kingdom 3000 Hillswood Drive Hillswood Business Park Chertsey Surrey KT16 0RS Tel: +44 (0) Germany Bahnhofsplatz Montabaur Germany Tel: +49 (0) germany@alsbridge.com India Alsbridge Advisory Private Limited 3 rd Floor Embassy Classic 11 Vittal Mallya Road Bangalore India Tel: bangalore@alsbridge.com

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