Managing performance in an insurance company
|
|
- Chastity Gibson
- 8 years ago
- Views:
Transcription
1 Managing performance in an insurance company The European insurance market is facing major changes that continue to evolve especially in the supervisory and regulatory environment. At the same time, increased competition, an expected market consolidation and volatility of the capital markets require insurers to make significant improvements to their efficiency. White Paper Performance management
2 This white paper describes three important tools that can help insurance companies to manage their performance. In this white paper Introduction...3 Continuous improvement cycle Management system...6 Contacts...7
3 The European insurance market is facing major changes that continue to evolve especially in the supervisory and regulatory environment. At the same time, increased competition, an expected market consolidation and volatility of the capital markets require insurers to make significant improvements to their efficiency. Performance management is a concept designed with a view to improving the performance of an insurance company continuously. The main focus of performance management is to increase support for decision making and boost value contribution for the management team. This will allow an insurance company to link its strategy with the effective execution of that strategy and to align the employee incentive scheme with the company s objectives and key performance indicators (). There are three important tools that help insurance companies to manage their performance: 1. The continuous improvement cycle, called the plan-do-check-act or plan-docheck-adjust (PDCA) cycle 2. and the KPI hierarchy 3. The management system The following pages include a brief outline of the role of each of these three tools. 1. Continuous improvement cycle It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change. Charles Darwin The PDCA cycle also called the Deming cycle or Shewhart cycle includes four steps: FIGURE 1: THE PDCA CYCLE Act Check Integrated data Do This first step involves creating objectives and drawing up plans on how to deliver results. During this phase there is a need to understand the market environment and drivers affecting business performance. An insurance company should carry out a market study and use business intelligence to understand the external environment. Actuarial analysis can offer significant input in this phase and help to establish the relevant key drivers for business performance. This includes risk factors related to insurance policies, for example, as well as pension plans and investments. White Paper Performance management 3
4 Do This step is about implementing and executing the plans drawn up during the previous phase. Insurance companies need to share all relevant plans with underlying business units and entities and make certain that they are using new relevant / appropriate drivers. Executing the plans is often considered the toughest phase in the PDCA cycle. Special attention must therefore be paid to enhancing the performance management process and ensuring that it supports core operations where the plans are executed. Check This step includes the analysis of the plans compared with actual results. It is important to make this analysis sufficiently detailed. For example, pure financial analysis without a supporting driver and operational data might be too high-level and might not support the identification of the root causes of deviations from the plans. Typical results gained from a wellimplemented continuous improvement cycle include: a reduction in the time taken to carry out basic tasks; an increase in the level of control employees have over their work and the results of this work; and improved visibility. Act This step is sometimes called adjust because it is during this phase that the necessary corrections are made. Based on the analysis carried out in the check phase, conclusions are drawn and corrective action is taken. The main purpose of such corrective action is to improve an organization s performance in each cycle that is why the PDCA cycle is a continuous improvement cycle. This phase will be used to provide input for the next cycle and for another plan phase through the definition of a new strategic or tactical framework. The continuous improvement cycle is an iterative process; the goal is normally achieved after several cycles. Activities carried out during the continuous improvement cycle require a lot of input from the various business operations in areas such as risk assessment and market forecast. The case for implementing the continuous improvement cycle can be made when no systematic way of analyzing and improving the planning and execution activities is in place. As with other changes of this magnitude, it is appropriate to introduce the cycle first to the leadership of the relevant functions in order to generate enough momentum for the required change from the top. From there on, the usual changedeployment practices such as the train-the-trainer approach can be used to prepare for the transition of responsibilities inside the company as this encourages buy-in from employees. Typical results gained from a well-implemented continuous improvement cycle include: a reduction in the time taken to carry out basic tasks; an increase in the level of control employees have over their work and the results of this work; and improved visibility. The key to determining the success of a continuous improvement cycle (CIC) engagement is to review the results afterwards. If the new practices, tools and methods are still in use when the coaches and trainers are no longer present, their implementation has been effective. BearingPoint s role is typically to act as the initiator of change, to train managers and coach them throughout the change process, and to carry out follow-up and monitoring work once the change process has been completed. BearingPoint has extensive experience in the insurance industry and from implementing operational excellence projects, providing the combination of skills needed to see through the change required. 2. There is nothing so useless as doing efficiently that which should not be done at all. Peter Drucker have a major role to play in performance management. They are used to quantify the goals and achievements of an organization. When creating a strategy, an insurance company will set strategic that will be communicated to the organization and followed up on regularly. The strategic are normally high-level targets that need to be broken down into more understandable operational at the various levels of an organization. 4 White Paper Performance management
5 An effective way to create the link between high-level strategic and detailed operational is to build a KPI hierarchy. This hierarchy helps with visualizing the cause-and-effect relations between at different levels of an organization. In order to create enough interest and achieve the goals of an organization, the should be connected to incentive systems. For an insurance company, managing investments is one of the key tasks performed to secure profits and thus create value for policyholders and shareholders. Therefore, it is important for an insurance company to understand and focus on the key value drivers behind worthwhile investments. The illustration below shows an example of a KPI hierarchy for investment activity in an insurance company. FIGURE 2: SAMPLE KPI HIERARCHY Asset allocation (% EQ, FI, RE...) Asset-liability- (mis-)match Liability structure (cash flows, riskiness) Reinsurance strategy IFRS income Unrealized gains / losses (on- / offbalance) Claims reserves Excess capital + x Total return from investments Cost of financing _ Investment result before taxes Taxes Cost of capital _ Investment result after taxes _ Investment Value Created Yield curve x Investment Risk Capital charge Investment risk capital Common issues regarding for insurance companies include the lack of a clear link between the and strategy, and the fact that the may not being sufficiently forward-looking. A typical project established to address these issues would start with the creation of a strategy map identifying the business objectives and their value drivers. The strategy map creates transparency in terms of the correlation between key value drivers across business perspectives (people, process, customer and finance) and how these drivers influence the long-term business objectives. After this, the underlying for each value driver are created and stored in a KPI dictionary. Finally, the entire KPI hierarchy is reviewed and validated. This entire process is carried out in dedicated workshops involving representatives from BearingPoint, key stakeholders from the company in question and a technology representative. Leading practices for KPI design include ensuring that the organizational structure acts as a guideline for and limiting the number of (typically less than 10). The should differ according to the specific roles and responsibilities held in the particular function they are addressing. must contribute to one or more strategic objectives and the relevant function must assume responsibility for each particular level in the KPI hierarchy. An effective way to create the link between highlevel strategic and detailed operational is to build a KPI hierarchy. During successful KPI implementations, a KPI governance model is also designed and deployed. This includes the roles and responsibilities for maintaining the in future. The typical mistake is to assign responsibility for the to a technically oriented person or function. Instead the responsibility should always be held by a business unit because are fundamentally business issues. Finally a clear implementation plan including change management is required, as proper adoption is needed for a full rollout. White Paper Performance management 5
6 3. Management system The will is to select a goal, determine a course of action that will bring one to that goal, and then hold to that action till the goal is reached. The key is action. Michael Hanson A management system integrates the PDCA cycle and KPI hierarchy, and additionally, combines all management forums as part of the Performance Management System. Management forums include s and seminars at which the organization s management shares and analyzes information, discusses potential options and makes decisions. For all these activities, background information is required in form of and additional qualitative information. All information is prepared and refined in the PDCA cycle, with contributions from participants in the management forums. Designing and implementing a clear management system creates accountability, increases transparency and enhances communication between the various levels of an organization. A key issue companies often face is that practices do not support effective decision making and execution. FIGURE 3: SAMPLE MANAGEMENT SYSTEM Weekly / daily Monthly Quarterly Annually Act Do Chec k Strategy Revised strategy plan Budget Final budget Marketing Action log Management Daily execution Action log Operations Action log All companies have some kind of management system. However if the management system is not systematic, cross-functional and documented, it is probably not functioning as it should be. A key issue companies often face is that practices do not support effective decision making and execution. Other indicators to look for include not being used as input for s and a lack of focus on prioritizing activities. A project launched to implement a management system would start with the illustration of the current management system and looking for effective practices and weaknesses in it. Next the future management system is drafted together with BearingPoint-utilized leading practices and refined during the course of a series of workshops. Finally the roadmap and rollout plan are created and implemented. Coaching is used to encourage the complete adoption of the new management system. After the successful implementation of a management system, a company can expect to realize the full benefits of the continuous improvement cycle and the KPI hierarchy. Three key elements that help an insurance company in performance management have been introduced: the continuous improvement cycle; and the KPI hierarchy; and the management system. The first of these brings a systematic method and structure for understanding current performance issues and resolving them. help in quantifying goals at the right level and specifically for each function. link a company s strategy directly to each individual and their performance. Finally the management system ties everything together by ensuring that s and decision making is carried out in a way that directly leads to better execution and performance. 6 White Paper Performance management
7 Contacts Patrick Mäder Firm-wide Partner Olivier Beugnet France/Benelux Director Thomas Horster Germany Senior Manager Mika Niemelä Nordic countries Partner Vahan Guermann Switzerland Partner Patrick Broer UK/Ireland Senior Manager About BearingPoint BearingPoint consultants understand that the world of business changes constantly and that the resulting complexities demand intelligent and adaptive solutions. Our clients, whether in commercial or financial industries or in government, experience real results when they work with us. We combine industry, operational and technology skills with relevant proprietary and other assets in order to tailor solutions for each client s individual challenges. This adaptive approach is at the heart of our culture and has led to long-standing relationships with many of the world s leading companies and organizations. Our 3500 people, together with our global consulting network serve clients in more than 70 countries and engage with them for measurable results and long-lasting success. For more information, visit White Paper Performance management 7
8 BearingPoint. All rights reserved. BENO1368
A BearingPoint Accelerator The current challenges for life sciences industries are the optimization and harmonization of business processes, the
> Life Sciences Accelerator A BearingPoint Accelerator The current challenges for life sciences industries are the optimization and harmonization of business processes, the enhancement of client satisfaction
More informationABACUS/Solvency II. Regulatory reporting solution for Solvency II Pillar 3. Service Overview ABACUS/Solvency II
ABACUS/Solvency II Regulatory reporting solution for Solvency II Pillar 3 Service Overview ABACUS/Solvency II Solvency II requirements raise both business and IT issues. With the ABACUS/Solvency II reporting
More informationA BearingPoint Accelerator
> GRC A BearingPoint Accelerator Working closely with the client, we deliver a rigorous and effective integrated GRC (Governance, Risk and Compliance) solution one that is not only right for the client,
More informationAn Effective Approach to Transition from Risk Assessment to Enterprise Risk Management
Bridgework: An Effective Approach to Transition from Risk Assessment to Enterprise Risk Management @Copyright Cura Software. All rights reserved. No part of this document may be transmitted or copied without
More informationIT Sourcing. White Paper IT Advisory
IT Sourcing Sourcing of IT capabilities can result in significant benefits. Besides getting access to market competence and development, BearingPoint s experience is that the actual cost savings typically
More informationBearingPoint How to take your Performance Management to the next level
BearingPoint How to take your Performance Management to the next level Geoffrey Bourke 13 th November 2012 Agenda About BearingPoint and our Performance Management expertise BearingPoint Research on Dashboard
More informationBenefits and Challenges of Sourcing Strategies in the Insurance Industry
Benefits and Challenges of Sourcing Strategies in the Insurance Industry White Paper Sourcing Strategies In this White Paper What are the Different Sourcing Strategies?...4 European Sourcing Trends in
More informationA BearingPoint Accelerator
> Omni-Channel- Management Framework A BearingPoint Accelerator The Omni-Channel-Management-Framework (OCM Framework) consists of seven components and serves as a basis for the strategy development as
More informationA BearingPoint Accelerator
> Point of Sale Performance A BearingPoint Accelerator BearingPoint has been entrusted to support a large CRM initiative after a successful CRM strategy study, a vendor selection and implementation of
More informationPrinciples of IT Governance
Principles of IT Governance Governance of enterprise IT focuses on delivering services to support top line growth while moving operational savings to the bottom line. The management of IT services has
More informationData Governance. Unlocking Value and Controlling Risk. Data Governance. www.mindyourprivacy.com
Data Governance Unlocking Value and Controlling Risk 1 White Paper Data Governance Table of contents Introduction... 3 Data Governance Program Goals in light of Privacy... 4 Data Governance Program Pillars...
More informationPreparing for ORSA - Some practical issues
2013 Seminar for the Appointed Actuary Colloque pour l actuaire désigné 2013 Session 13 (P&C): Preparing for ORSA - Some practical issues Speaker: Jean-Marc Léveillé Vice-president Corporate Actuarial,
More informationWHY DO I NEED A PROGRAM MANAGEMENT OFFICE (AND HOW DO I GET ONE)?
WHY DO I NEED A PROGRAM MANAGEMENT OFFICE (AND HOW DO I GET ONE)? Due to the often complex and risky nature of projects, many organizations experience pressure for consistency in strategy, communication,
More informationPresented By: Leah R. Smith, PMP. Ju ly, 2 011
Presented By: Leah R. Smith, PMP Ju ly, 2 011 Business Intelligence is commonly defined as "the process of analyzing large amounts of corporate data, usually stored in large scale databases (such as a
More informationLinking Risk Management to Business Strategy, Processes, Operations and Reporting
Linking Risk Management to Business Strategy, Processes, Operations and Reporting Financial Management Institute of Canada February 17 th, 2010 KPMG LLP Agenda 1. Leading Practice Risk Management Principles
More informationSolvency Management in Life Insurance The company s perspective
Group Risk IAA Seminar 19 April 2007, Mexico City Uncertainty Exposure Solvency Management in Life Insurance The company s perspective Agenda 1. Key elements of Allianz Risk Management framework 2. Drawbacks
More informationSteering Insurance Companies 3.0 Economic Capital and Economic Value Management integrated
White Paper Steering Insurance Companies 3.0 Economic Capital and Economic Value Management integrated Marc Wiegard Mark Hertting October 2014 www.horvath-partners.com FinREx - Finance & Risk Excellence
More informationASSET MANAGEMENT ALM FRAMEWORK
ASSET MANAGEMENT within an ALM FRAMEWORK LE MÉRIDIEN SINGAPORE SEPTEMBER 6 7, 2007 Charles L. Gilbert, FSA, FCIA, CFA Traditional Asset Management Focus on asset returns Assets managed against benchmark
More informationKPP202. Lecture 10. Mohammed Salloum
KPP202 Lecture 10 04/10/2011 Mohammed Salloum Synopsis What is performance measurement (PM)? A historical perspective The Balanced Scorecard (BSC) Keeping it real Hoshin Kanri 2 Beehive Group up (2-4 individuals
More informationA BearingPoint Accelerator
> Lean-ERP A BearingPoint Accelerator Lean Production and ERP have long been two independent business improvement approaches, often coexisting within the same production site. Our Lean-ERP accelerator
More informationProcess-Based Business Transformation. Todd Lohr, Practice Director
Process-Based Business Transformation Todd Lohr, Practice Director Process-Based Business Transformation Business Process Management Process-Based Business Transformation Service Oriented Architecture
More informationGQM + Strategies in a Nutshell
GQM + trategies in a Nutshell 2 Data is like garbage. You had better know what you are going to do with it before you collect it. Unknown author This chapter introduces the GQM + trategies approach for
More information04 Executive Summary. 08 What is a BI Strategy. 10 BI Strategy Overview. 24 Getting Started. 28 How SAP Can Help. 33 More Information
1 BI STRATEGY 3 04 Executive Summary 08 What is a BI Strategy 10 BI Strategy Overview 24 Getting Started 28 How SAP Can Help 33 More Information 5 EXECUTIVE SUMMARY EXECUTIVE SUMMARY TOP 10 BUSINESS PRIORITIES
More informationOPTIMUS SBR. Optimizing Results with Business Intelligence Governance CHOICE TOOLS. PRECISION AIM. BOLD ATTITUDE.
OPTIMUS SBR CHOICE TOOLS. PRECISION AIM. BOLD ATTITUDE. Optimizing Results with Business Intelligence Governance This paper investigates the importance of establishing a robust Business Intelligence (BI)
More informationPreparing for Solvency II Time for asset managers and asset servicers to act. Thierry Flamand Partner Advisory & Consulting Deloitte
Preparing for Solvency II Time for asset managers and asset servicers to act Thierry Flamand Partner Advisory & Consulting Deloitte Michael Cravatte Director Advisory & Consulting Deloitte The insurance
More informationDeriving Value from ORSA. Board Perspective
Deriving Value from ORSA Board Perspective April 2015 1 This paper has been produced by the Joint Own Risk Solvency Assessment (ORSA) Subcommittee of the Insurance Regulation Committee and the Enterprise
More informationThe Value of Vulnerability Management*
The Value of Vulnerability Management* *ISACA/IIA Dallas Presented by: Robert Buchheit, Director Advisory Practice, Dallas Ricky Allen, Manager Advisory Practice, Houston *connectedthinking PwC Agenda
More informationERM: Integration of Finance and Risk
ERM: Integration of Finance and Risk Daniel P. Towle, B.A., M.B.A. * Copyright 2008 by the Society of Actuaries. All rights reserved by the Society of Actuaries. Permission is granted to make brief excerpts
More informationBest Practices for Planning and Budgeting. A white paper prepared by PROPHIX Software October 2006
A white paper prepared by PROPHIX Software October 2006 Executive Summary The continual changes in the business climate constantly challenge companies to find more effective business practices. However,
More informationAnalytics Strategy Information Architecture Data Management Analytics Value and Governance Realization
1/22 As a part of Qlik Consulting, works with Customers to assist in shaping strategic elements related to analytics to ensure adoption and success throughout their analytics journey. Qlik Advisory 2/22
More information5 Steps to Creating a Successful Optimization Strategy
5 Steps to Creating a Successful Optimization Strategy Many companies are now recognizing that in a world of mobile devices and increasingly sophisticated online services, the creation of an excellent
More informationNew Product Development
New Product Development in Solution a Print-to-Digital Visualization World A Defined Approach to Solving the Biggest Challenges Facing Content Providers A Defined Approach to Developing New Products in
More informationProject Management Office Best Practices
Project Management Office Best Practices Agenda Maturity Models (Industry & PMO) PMO Areas of Expertise (Scale & Scope) Project Management Office Process Model Project Management Framework PMO Implementation
More informationLocation of the job: CFO Revenue Assurance
JOB PROFILE Title of position: Manager: Revenue Assurance Operations Number of subordinates: 5-10 Location of the job: CFO Revenue Assurance Level: 3 Position Code: Time span: 2-3 years Key Performance
More informationITIL V3 Application Support Volume 1
ITIL V3 Application Support Volume 1 Service Management For Application Support ITIL is a Registered Trade Mark and Community Trademark of the Office of Government and Commerce. This document may contain
More information7 Practical insights for IT Asset Management
7 Practical insights for IT Asset Management Tauneel McKay Director Swiss Reinsurance Company Ltd Subbarao Chaganty Principal Consultant Infosys Ltd RELATE MANAGE.. Context KNOW. Consolidate the IT Asset
More informationThe following is intended to outline our general product direction. It is intended for informational purposes only, and may not be incorporated into
The following is intended to outline our general product direction. It is intended for informational purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any
More informationBest practices for planning and budgeting. A white paper prepared by Prophix
A white paper prepared by Prophix Executive summary The continual changes in the business climate constantly challenge companies to find more effective business practices. However, common budgeting limitations
More informationOrganisational Change Management
Organisational Change Management The only thing that is constant is change in your business, your market, your competitors, and your technology. Remaining competitive and responsive to your customers and
More informationTitle here. Successful Business Model Transformation. in the Financial Services Industry. KPMG s Evolving World of Risk Management SECTORS AND THEMES
SECTORS AND THEMES Successful Business Model Transformation Title here in the Financial Services Industry Additional information in Univers 45 Light 12pt on 16pt leading KPMG s Evolving World of Risk Management
More informationBUSINESS INTELLIGENCE COMPETENCY CENTER (BICC) HELPING ORGANIZATIONS EFFECTIVELY MANAGE ENTERPRISE DATA
BUSINESS INTELLIGENCE COMPETENCY CENTER (BICC) HELPING ORGANIZATIONS EFFECTIVELY MANAGE ENTERPRISE DATA Executive Summary Companies continue to remain challenged in deriving meaningful insights from the
More informationFebruary 15, 2011. I. SUBJECT: CalPERS 2010-11 Business Plan Update. III. RECOMMENDATION: Approval of change to the CalPERS 2010-11 Business Plan.
C Strategic Management Services Division P.O. Box 898 Sacramento, CA 94229-0898 TTY: For Speech and Hearing Impaired - (916) 795-3240 (916) 795-3976, FAX (916) 795-1279 AGENDA ITEM 6a TO: MEMBERS OF THE
More informationHow To Integrate Hr
Houston Compensation & Benefits Post-Deal Integration Planning for Compensation & Benefits Wednesday, April 22, 2015 Agenda Deal Timeline/Background Integration of Compensation and Benefits Medical/Retirement
More informationThe Basics of Scrum An introduction to the framework
The Basics of Scrum An introduction to the framework Introduction Scrum, the most widely practiced Agile process, has been successfully used in software development for the last 20 years. While Scrum has
More informationUsing Corporate Performance Management to Deliver the CEO s Strategic Vision
Using Corporate Performance Management to Deliver the CEO s Strategic Vision Gartner RAS Core Research Note G00157458, Nigel Rayner, 30 April 2008 Corporate performance management (CPM) applications offer
More informationSAP BUSINESSOBJECTS SUPPLY CHAIN PERFORMANCE MANAGEMENT IMPROVING SUPPLY CHAIN EFFECTIVENESS
SAP Solution in Detail SAP BusinessObjects Enterprise Performance Management Solutions SAP BUSINESSOBJECTS SUPPLY CHAIN PERFORMANCE MANAGEMENT IMPROVING SUPPLY CHAIN EFFECTIVENESS The SAP BusinessObjects
More informationThe College of New Jersey Enterprise Risk Management and Higher Education For Discussion Purposes Only January 2012
The College of New Jersey Enterprise Risk Management and Higher Education For Discussion Purposes Only Agenda Introduction Basic program components Recent trends in higher education risk management Why
More informationSTATE OF WISCONSIN INVESTMENT BOARD STRATEGIC PLAN 2014-2017
STATE OF WISCONSIN INVESTMENT BOARD STRATEGIC PLAN 2014-2017 Note from the Executive Director The State of Wisconsin Investment Board (SWIB) has a sacred trust to fulfill our fiduciary duties to the trusts
More informationISO 9000 Introduction and Support Package: Guidance on the Concept and Use of the Process Approach for management systems
Document: S 9000 ntroduction and Support Package: 1) ntroduction Key words: management system, process approach, system approach to management Content 1. ntroduction... 1 2. What is a process?... 3 3.
More informationWinning the Retail Game
Winning the Retail Game Improving retail performance in an increasingly competitve automotive market With cut-throat competition characterizing stagnant automotive retail markets, high-performing dealer
More informationRating Methodology for Domestic Life Insurance Companies
Rating Methodology for Domestic Life Insurance Companies Introduction ICRA Lanka s Claim Paying Ability Ratings (CPRs) are opinions on the ability of life insurance companies to pay claims and policyholder
More informationOutperform Financial Objectives and Enable Regulatory Compliance
SAP Brief Analytics s from SAP SAP s for Enterprise Performance Management Objectives Outperform Financial Objectives and Enable Regulatory Compliance Drive better decisions and streamline the close-to-disclose
More informationOperational Risk Management - The Next Frontier The Risk Management Association (RMA)
Operational Risk Management - The Next Frontier The Risk Management Association (RMA) Operational risk is not new. In fact, it is the first risk that banks must manage, even before they make their first
More informationWHITE PAPER: ANALYSIS OF SUCCESSFUL SUPPLY CHAIN ORGANIZATION MODELS
WHITE PAPER: ANALYSIS OF SUCCESSFUL SUPPLY CHAIN ORGANIZATION MODELS Enporion, Inc. March, 2009 www.enporion.com SUPPLY CHAIN ORGANIZATION MODELS THAT DRIVE SUCCESS To ensure success in your supply chain
More informationBIG DATA + ANALYTICS
An IDC InfoBrief for SAP and Intel + USING BIG DATA + ANALYTICS TO DRIVE BUSINESS TRANSFORMATION 1 In this Study Industry IDC recently conducted a survey sponsored by SAP and Intel to discover how organizations
More informationBudgeting For the Emerging Company How to Develop Operational Plans that Improve Financial Performance
Budgeting For the Emerging Company How to Develop Operational Plans that Improve Financial Performance EXECUTIVE SUMMARY Budgeting is a difficult task for operators of emerging businesses. Many don't do
More informationQPR Performance Management
QPR Performance Management Improve Business Performance with Intelligence and Collaboration QPR Performance Management: Strategy, Intelligence and Collaboration QPR Performance Management Improving your
More informationFortune 500 Medical Devices Company Addresses Unique Device Identification
Fortune 500 Medical Devices Company Addresses Unique Device Identification New FDA regulation was driver for new data governance and technology strategies that could be leveraged for enterprise-wide benefit
More informationTPMG. Lean. Transformation In Healthcare. Consulting. Improving patient outcomes and satisfaction while driving down the cost of care!
TPMG Consulting Lean Improving patient outcomes and satisfaction while driving down the cost of care! Transformation In Healthcare Service Description: Excellence in Healthcare Delivery TABLE OF CONTENTS
More informationReal Estate Business Intelligence Steps to Success
Real Estate Business Intelligence Steps to Success Copyright Resolve Technology, 2010 INTRODUCTION: WHY BUSINESS INTELLIGENCE? WHY NOW? Real estate investment managers must be able to accurately assess
More informationThe Treasury 3.0 Framework: Deploying a Model of Best Practices. 2013 Treasury Strategies, Inc. All rights reserved.
The Treasury 3.0 Framework: Deploying a Model of Best Practices 2013 Treasury Strategies, Inc. All rights reserved. Agenda Treasury: The Future State Successful Treasury Traits Moving to the Ideal State:
More informationEnhancing Sales and Operations Planning with Forecasting Analytics and Business Intelligence WHITE PAPER
Enhancing Sales and Operations Planning with Forecasting Analytics and Business Intelligence WHITE PAPER Table of Contents Introduction... 1 Analytics... 1 Forecast cycle efficiencies... 3 Business intelligence...
More informationData Governance Primer. A PPDM Workshop. March 2015
Data Governance Primer A PPDM Workshop March 2015 Agenda - SETTING THE STAGE - DATA GOVERNANCE BASICS - METHODOLOGY - KEYS TO SUCCESS Copyright 2015 Noah Consulting LLC. All Rights Reserved. Industry Drivers
More informationHow To Adopt Rup In Your Project
08Bergstrom.C08 Page 127 Thursday, December 4, 2003 12:06 PM 8 How to Adopt RUP in Your Project Support Projects with Mentoring Make a High-Level Adoption Plan and Develop a Communication Plan Project
More informationChange Analytics. What is the business change that arises from IT and application projects really all about and how to manage it efficiently?
Change Analytics What is the business change that arises from IT and application projects really all about and how to manage it efficiently? From Innovations to Solutions. You need to be clear on the scope
More informationIntegrating Risk and Capital Management into Strategy and Planning. Key to Assessing Risk and Reward for Insurers
Integrating Risk and Capital Management into Strategy and Planning Key to Assessing Risk and Reward for Insurers 1 Tough Times for Insurers Many insurance company board members face the challenge of satisfying
More informationANALYTICS & CHANGE. Keys to Building Buy-In
ANALYTICS & CHANGE Keys to Building Buy-In Many organizations are poised to take full advantage of analytics to drive mission and business success using analytics not just to understand past events, but
More informationAdding Value Through Risk and Capital Management
Adding Value Through Risk and Capital Management An ERM Update on the Global Insurance Industry An ERM Update on the Global Insurance Industry I 1 TABLE OF CONTENTS Foreword 2 Introduction and Executive
More informationKPMG s Financial Management Practice. kpmg.com
KPMG s Financial Management Practice kpmg.com 1 KPMG s Financial Management Practice KPMG s Financial Management (FM) practice, within Advisory Management Consulting, supports the growing agenda and increased
More informationVermont Enterprise Architecture Framework (VEAF) Master Data Management (MDM) Abridged Strategy Level 0
Vermont Enterprise Architecture Framework (VEAF) Master Data Management (MDM) Abridged Strategy Level 0 EA APPROVALS EA Approving Authority: Revision
More informationSelf-Assessment A Product Audit Are You Happy with Your Product Results
Self-Assessment A Product Audit Are You Happy with Your Product Results When was the last time you really assessed your products and your organization s ability to create and deliver them to the marketplace?
More informationPitfalls and Best Practices in Role Engineering
Bay31 Role Designer in Practice Series Pitfalls and Best Practices in Role Engineering Abstract: Role Based Access Control (RBAC) and role management are a proven and efficient way to manage user permissions.
More informationITIL: What it is What it Can Do For You V2.1
ITIL: What it is What it Can Do For You V2.1 Service Solution Company Facilitated by: Patrick Musto Agenda Answer the questions what? and how? Historical Background Fundamental Principles 5 Lifecycle Phases
More informationAgile Software Development in the Large
Agile Software Development in the Large Jutta Eckstein 1 Large Large in... Scope Time People Money Risks We concentrate on Large Teams Large is relative 1, 2, 10, 100, 2000 People 2 Principles behind Agile
More informationUPTIME MAGAZINE. june/july15 JUNE/JULY 2015. uptimemagazine.com
june/july15 UPTIME MAGAZINE JUNE/JULY 2015 uptimemagazine.com AM Developing Plans Creating Value From Physical Assets by Mark Ruby 46 june/july 15A sset management plans form the cornerstone of an effective
More informationSOFTWARE THAT MATTERS. Agile Product Management with Impact Mapping
SOFTWARE THAT MATTERS Agile Product Management with Impact Mapping Nils Wloka Consultant and Coach codecentric AG @nilswloka Software development is at the height of efficiency! There is nothing so useless
More informationManagement Update: The Cornerstones of Business Intelligence Excellence
G00120819 T. Friedman, B. Hostmann Article 5 May 2004 Management Update: The Cornerstones of Business Intelligence Excellence Business value is the measure of success of a business intelligence (BI) initiative.
More informationInvestment opportunities Locking the potential of future benefits
Investment opportunities Locking the potential of future benefits Ivo van der Veen Senior Manager Risk Services Deloitte Sjoerd Kampen Junior Manager Risk Services Deloitte 72 The last couple of years
More informationKenosha County Division of Health Performance Management System Quality Improvement Plan
Kenosha County Division of Health Performance Management System Quality Improvement Plan Version 2.0 - November 2013 1 Purpose: The Kenosha County Division of Health (KCDOH) Performance Management System
More informationLife Insurance Corporation (Singapore)Pte Ltd UEN 201210695E MANAGEMENT REPORT 31/12/2013
Life Insurance Corporation (Singapore)Pte Ltd UEN 201210695E MANAGEMENT REPORT 31/12/2013 LIFE INSURANCE CORPORATION (SINGAPORE) PTE. LTD. For the financial period from 1 January 2013 to 31 December 2013
More informationRegulatory Solvency Assessment of Property/Casualty Insurance Companies in the United States
Regulatory Solvency Assessment of Property/Casualty Insurance Companies in the United States A presentation by Robert F. Conger Past-President, Casualty Actuarial Society September 2013 Regulatory Solvency
More informationProject Management Office (PMO) Added value instead of administration
By Presentation by Topic: Added value instead of administration This slide show should point out the benefits of PMOs. Project Management Offices can provide basic administrative support, but this isn
More informationSupplier Relationship Management (SRM) Redefining the value of strategic supplier collaboration
Supplier Relationship Management (SRM) Redefining the value of strategic supplier collaboration As today s integrated supply chains require collaboration at many levels and from various functions, executives
More informationCourse Title: Managing the Agile Product Development Life Cycle
Course Title: Managing the Agile Product Development Life Cycle Course ID: BA25 Credits: 28 PDUs Course Duration: 4 days (with optional Executive session) Course Level: Intermediate/Advanced Course Description:
More informationIT Outsourced Services. Preliminary Survey
IT Outsourced Services Preliminary Survey April 2013 TABLE OF CONTENTS 1.0 INTRODUCTION... 3 2.0 STATEMENT OF CONFORMANCE... 4 3.0 KEY SURVEY OBSERVATIONS... 4 4.0 RECOMMENDATIONS AND MANAGEMENT RESPONSE...
More informationANALYTICS & CHANGE KEYS TO BUILDING BUY-IN
ANALYTICS & CHANGE KEYS TO BUILDING BUY-IN by Ezmeralda Khalil Principal Katherine Wood Susan Michener Many organizations are poised to take full advantage of analytics to drive mission and business success
More informationSUPPLY CHAIN & PROCUREMENT INSIGHTS REPORT CANADA, ARE WE FALLING BEHIND?
GRAND & TOY 2012 SUPPLY CHAIN & PROCUREMENT INSIGHTS REPORT CANADA, ARE WE FALLING BEHIND? Research conducted by TABLE OF CONTENTS Overview... 3 Procurement Tactically Focused but Evolving...4 Communication
More informationPerformance Management. Date: November 2012
Performance Management Date: November 2012 SSBA Background Document Background 3 4 Governance in Saskatchewan Education System 5 Role of School Boards 6 Performance Management Performance Management Overview
More informationIPMS Insurance Performance Management System
What s gets Measured gets Managed IPMS Insurance Performance Management System Our Value Proposition for : Achieving Clarity, Alignment and Accountability Yiannis Charalambous Chairman Gnosis Management
More informationRating Methodology Life / Health Insurance
CREDIT RATING INFORMATION AND SERVICES LIMITED Rating Methodology Life / Health Insurance Rating Methodology Life / Health Insurance Company CRISL S CLAIM PAYING ABILITY (CPA) RATING PHILOSOPHY An insurer
More informationA Risk-Adjusted Operating Model for Insurers: Addressing Regulatory and Market Demands
A Risk-Adjusted Operating Model for Insurers: Addressing Regulatory and Market Demands While most insurers have recovered from the fiscal crisis of 2008, significant challenges remain on multiple fronts
More informationCustomer effectiveness
www.pwc.com/sap Customer effectiveness PwC SAP Consulting Services Advance your ability to win, keep and deepen relationships with your customers. Are your customers satisfied? How do you know? Five leading
More informationRSA ARCHER OPERATIONAL RISK MANAGEMENT
RSA ARCHER OPERATIONAL RISK MANAGEMENT 87% of organizations surveyed have seen the volume and complexity of risks increase over the past five years. Another 20% of these organizations have seen the volume
More informationEnhancing Sales and Operations Planning with Forecasting Analytics and Business Intelligence WHITE PAPER
Enhancing Sales and Operations Planning with Forecasting Analytics and Business Intelligence WHITE PAPER SAS White Paper Table of Contents Introduction.... 1 Analytics.... 1 Forecast Cycle Efficiencies...
More information15 Principles of Project Management Success
15 Principles of Project Management Success Project management knowledge, tools and processes are not enough to make your project succeed. You need to get away from your desk and get your hands dirty.
More informationSTRATEGIC INTELLIGENCE WITH BI COMPETENCY CENTER. Student Rodica Maria BOGZA, Ph.D. The Bucharest Academy of Economic Studies
STRATEGIC INTELLIGENCE WITH BI COMPETENCY CENTER Student Rodica Maria BOGZA, Ph.D. The Bucharest Academy of Economic Studies ABSTRACT The paper is about the strategic impact of BI, the necessity for BI
More informationAgile Product Roadmap Tutorial
Roman Pichler s Slide d Agile Product Roadmap Tutorial eck About Roman Agile product management and Scrum consultant, trainer and author with over 10 years experience in Teaching and coaching product managers,
More information