Building Agility at Scale
An agile back office that can quickly respond to opportunities and threats is an enticing vision. Explore how large companies can put this vision into practice and become truly agile.
Blended Work Teams
If done right, blended work teams can become a considerable source of flexibility and efficiency. Explore the common pitfalls to avoid when utilizing blended work teams.
Global Investment Management Firm
Helping a large global banking and brokerage firm to increase productivity by 45% within six months of the project’s commencement, as well as absorb large spikes in volumes while slashing overtime and lowering headcount.
Global Insurance and Asset Management Firm
Helping a global insurance leader implement measurable and quantifiable performance metrics and processes, with the aim of boosting productivity and eliminating $20 million from the company’s operating budget by 2020
The Power of Engagement
Coming into work and having no human interaction is a recipe for low engagement, for disaffection, for lack of caring. To help employees overcome these challenges, companies must provide leadership and ensure managers develop habits and routines that involve talking to their people each day.
Overcoming the fear of sharing individual results
Openly sharing individual performance metrics can lead to higher employee engagement. The secret is focusing on the story behind the numbers
Enlighten On-Site Assessment
Enlighten conducts an on-site assessment before every project to ensure fit and to review existing management practices /tools. A typical on-site assessment takes 4-5 days followed by a presentation of findings, projected benefits and ROI.
Mortgage Processing for Retail Bank
Helping Australia’s largest retail bank reduce operational cost per loan in mortgage processing while improving customer service and gaining market share – Increased loans funded per FTE by 100% and reduced complaints by 75%
Loan Processing for Global Bank
Helping global financial services organisation to improve cycle times and increase efficiency in its price and service sensitive broker channel – Increased loans funded per FTE by over 300% while reducing cycle times by 40%
National Mini-Major Retail Chain
Helping national Australian retail chain create a performance-driven culture to reduce waste and non-value-add activity in stores while maintaining excellence in customer service – Improved store presentation with more consistent set-up, increased flexibility of workforce and reduced costs by 23%
National Directory Administration
Helping national Australian media company develop aggressive but realistic and fair KPI’s and targets while offshoring Customer Care – Achieved significant cost savings both on-shore and off-shore while maintaining full operational view of service provider
Administrative Processing for Retail Chain
Helping multi-nation retailer increase cost competitiveness of its administration processing while reducing customer complaints – While maintaining consistent staff hours, improved skills coverage by 67% while achieving highest ever level of daily throughputs
P&C Insurance Call Center
Helping one of the largest US P&C Insurers improve active management and training to improve service levels and productivity – Across multiple groups, Average Handle Time reduced 9-25% while service levels increased 58-75% in 20 weeks
Commercial and Personal Lines P&C Insurance
Helping one of Australia’s largest insurers improve productivity in Underwriting and Claims across Commercial Insurance, Personal Auto Insurance and Personal Home Insurance groups – Efficiency increase of 66% and Net Promoter Score gain of 136% in Year One of long-term client engagement
P&C Insurance Back Office
Helping one of the largest US P&C Insurers grow capacity in centralized back office operations to handle increasing workload during phased location consolidation without over working associates – Improved efficiency by 54% during 20-week pilot project while maintaining quality and improving culture
Healthcare Insurance for Union Members
Helping 110,000 member private health insurer reduce backlogs and cycle times to better serve members - 66% reduction in backlog and 37.5% productivity gain in 20 weeks
Helping 60,000 member healthcare fund improve productivity across Member Services, Hospital Services and Claims, while maintaining positive workforce culture – 15-20% productivity improvement and dramatic reduction in overtime over 22 week program
Pharmacy Benefit Management
Helping fast-growing US provider of pharmacy benefit services standardize processes and improve efficiency to provide the best care for patients at the most appropriate price – Improved daily output per FTE by 13.4% in back office and by 15.2% in call center while improving service levels
Helping leading superannuation provider to realign its commitment to clients and empower its people - 5 phase program that steadily improved daily output per FTE while simultsneously improving employee engagement and morale
Brokerage and Employee Benefits Advising
Helping leading global provider of employee benefits and brokerage advising to identify organizational restructuring and off-shoring opportunities - 50% improved productivity with increased employee engagement over 20-week program
Mutual Fund Transaction Processing
Helping US headquartered mutual fund customer service organization to keep quality high and optimize capacity across on-shore and off-shore operations - 85% efficiency gain in 20-week pilot program and 107% efficiency gain overall for 700 FTE operations 18 months post-launch
Helping leading US provider of record-keeping services to grow capacity for new clients with minimal growth in FTE - 24.8% efficiency Gain in 20 weeks
The Quintessential Elements of Continuous Improvement
Creating operational excellence and instilling a culture of continuous improvement is a utopia that most organizations never reach. Nonetheless, certain industries have witnessed much greater success than others in the quest for continuous improvement.
The Crime of Wasted Capacity
Latent capacity accounts for approximately 10-30% of costs in back-office operations, even in teams that do not have high volume fluctuations. Gain insight into this phenomenon and learn steps executives can take to identify and leverage hidden capacity.