WAVE 3 CONSULTANTS
MOVING FORWARD. TOGETHER.
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A large US healthcare organization had grown considerably through a series of sizeable acquisitions. While many of the front-office, patient-facing services had been integrated, HR services remained decentralized. HR policies, programs, and procedures varied widely across regions, resulting in inconsistent employee experiences and suboptimal HR costs.
Our team worked collaboratively with HR leaders to design a new HR service delivery model that would improve the efficiency and effectiveness of HR while significantly reducing HR operating costs. Following the design phase, the client re-engaged us to help streamline, standardize, and centralize transactional HR services into a new HR Shared Services Center.
By transitioning work from the regions to the new HR Service Center, we were able to free up considerable capacity for HR business partners and Centers of Excellence to focus on value-add, talent-centric HR services and programs. Overall, the project led to considerably reduced HR operating costs with improved talent programs and employee experience.
A leading US insurance carrier had acquired a competitor in order to expand its product offering and grow into new, under-served markets. As part of the post-merger integration efforts, the company needed to develop a new operating model to achieve its long-term revenue and profitability objectives while being more responsive to ever-changing market dynamics.
Using our operating model development framework, our team reviewed the client’s end-to-end services and supporting processes, distinguishing between differentiating and non-differentiating activities. Automation and outsourcing efficiencies were identified and used to support new investments in customer-facing, market-differentiating services. Through collaborative workshops with business leaders, we developed alternative models and aligned on a new model with significant efficiency, effectiveness, and customer experience enhancements.
Business leaders and stakeholders were aligned and equipped with a clear blueprint and execution roadmap. Several distribution partner operations were relocated to more cost-effective geographies, improving bottom-line profitability. As part of this effort, the client also launched a new concierge program for select distribution partners, further solidifying the client’s differentiation in key markets.
After enjoying decades of steady growth, a global commercial real estate firm was becoming wary of potential threats from newer, digitally-enabled players. The client was looking for a partner to assess the severity of these new disruptions and develop a strategy for expanding the level of digitization across the business.
Our team worked collaboratively with leaders across the Strategy and IT groups to develop a comprehensive market assessment and digital transformation plan. We canvassed the competitive landscape, identifying varying levels of threats from existing and new venture-backed players across 7 lines of business. Our team developed new customer journey maps and digital use cases, outlining opportunities for new digital enablement and improved market differentiation.
The client had a much deeper understanding of the competitive landscape and clear decision-making process for making important digital investments in the business. Our team also identified potential acquisition targets to help accelerate the organization’s foray into a more digitally-enabled service offering. The client has since launched several new digital offerings across multiple lines of business and is recognized as a digital leader in commercial real estate.