Agile Transformation & Transition (UK Insurer)

Client Challenge

Towards the end of a highly-complex four-year transformation programme (£MMMs), several external audit and assurance reviews identified the need for greater focus around transition management; specifically in managing the shift from programme to business-as-usual operations.

The transformation was multi-faceted, covering:

  • Core insurance platform migration to Guidewire (Policy, Claims, Billing Centres)
  • CRM migration and build-out of Digital Sales Channels (on Salesforce)
  • Vendor optimisation (reduced outsource in favour of a client-led delivery model)
  • Adoption of Agile ways of working (based on Spotify’s Chapter/ Tribe/ Squad model)

The greatest challenge was posed by the need to get a large workforce to think, work and behave differently.

What We Did

A small TORI team was mobilised to lead the Transition Management effort.

  • Stakeholder analysis and rapid 1-2-1s to understand key roles, responsibilities, interfaces and challenges
  • Definition of a Transition Wheel with a spoke per workstream (spanning both business and technology domains)
  • Adoption of a tri-partite handshake model comprising workstream lead, primary sender and primary receiver
  • Regular, proactive updates for C-Level Executives across the organisation - full candour and transparency
  • Engagement with the Agile COE and external SMEs to provide Agile coaching to Product Owner

Outcomes & Results

Follow-up external audit and assurance reviews identified a marked improvement in Transition Management:

“Transition management is firmly in place with focus, structure and governance and all workstreams within the transition plan are progressing sufficiently to give confidence that Day 1 can be achieved at a level of risk within risk appetite.

Since appointing a Transition Lead there is a structure that was previously lacking and there are now clear transition plans tracking progress ahead of programme close-down. The transition has been arranged into several workstreams, each having an owner responsible for driving progress.

Updates are centrally coordinated and reported allowing for transparency on the transition progress, enabling key discussions and early mitigations on areas that are not progressing as expected.”

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