News at One - Issue 14

News at One - Issue 14

EXCLUSIVE: Project One celebrating 20 years

NEWS AT

ISSUE 14

Robotic Process Automation: the pitfalls and possibilities

IN THIS ISSUE:

creating an unrivalled customer experience

Changing Change at ReAssure

ReAssure

Mobile Transformation at Virgin Media

EOUINITI

Transforming EqPaymaster

contents

06

04 Defining Our Future

30 Welcome to The Team

NEWS AT

06 Changing Change at ReAssure

34 Life in Saudi

ReAssure

36 Looking After Our People

10 Equiniti: Transforming EQPaymaster 14 Northumbrian Water: Creating an Unrivalled Customer Experience 18 Mobile Transformation at Virgin Media

FOReWORD

40 Project One Celebrating 20 Years

24

HAYLEY GREENHILL EDITOR

42 Giving Something Back

40

elcome to the latest issue of News at One. Inside you

can find the freshest industry insights on Robotic Process Automation, learn about the transformational change we are delivering with our customers, as well as more about what is happening at Project One and what the future holds for the business. Thank you to everyone who has contributed to this issue. If you have any stories you’d like to share in the next edition, then please get in touch by emailing communications@ projectone.com.

18

20 Financial Services Transformation

22 What Our Customers Say

24 Robotic Process Automation

28 Project One in Partnership with Brightive

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tom update

PROJECT ONE

From April 2018, we’ve been working to define our future as we develop our Target Operating Model (TOM). The input from the whole team at the summer event was a key part of this process. The implementation of the TOM presents a fantastic opportunity to move Project One to the next level - building on our track record of delivering significant change for major organisations and enabling our success for the future. We will build-on and enhance our vision for being a “leading independent, consulting business; known for consistent excellent delivery in transformation and change”. Our strategy to achieve this vision is built on three core platforms:

1 2 3

Developing valuable insight in our areas of expertise Building on our relationships to act as trusted advisors Operating a robust and resilient business

TERRY HOLLAND - Managing Director defining our future

W

Providing a clearer view of our services is critical to our future success; and it’s equally important to underpin these with the intellectual property and content to help our customers with their most difficult challenges and support our team in delivering them; these will include: Go to Market Themes - these may be industry sector or function specific Insights & Points of View - connecting customer challenges with the need for our services Delivery Assets - to improve the quality and repeatability of the services we deliver to our customers The unique Project One Way - that defines how we work with our customers through the application of our values, experience and services.

We’ve developed a more structured view of our market proposition. The fundamental essence of our proposition is that we will remain a change- first business with four principle services:

elcome to this issue of News at One, in which I’m excited to share with

you our latest news and insights.

1. Shaping Change

2. Delivering Change

4. Information management

3. Enabling Change

Celebrating 20 years of delivering change 2018 marks the 20th anniversary of Project One. It was great to see the whole company come together at our annual summer event to celebrate our heritage and plan towards our future. I was incredibly proud to see the enthusiasm and energy as everyone collaborated during the interactive workshops, to help shape and develop our organisation.

Excellent delivery I’m always delighted to see the outstanding work being delivered by our team, across 24 different countries, as we support our customers’ most critical change initiatives. We’ve highlighted a selection of our recent customer success stories from Virgin Media, ReAssure, EQPaymaster (part of Equiniti Group) and Northumbrian Water and I hope you enjoy reading them. To find more customer stories, please take a look at our website, LinkedIn page or speak to one of our team of Account and Business Development Directors.

our new customers We have recently welcomed (or re-welcomed) seven new customers to Project One, including: Standard Life Aberdeen, The AA, Yorkshire Building Society and PHS Group. We’re thrilled that they’ve selected Project One to help them on their key transformation and change journeys.

These four distinct services keep change delivery, as it has always been and always needs to be, at the very heart of our business.

And finally, we’ve appointed our very own Project One Consultant, Phil Michell, as our TOM implementation lead. Phil will be spending time with each account team over the balance of 2018 and looking to get everyone involved, whilst establishing and driving a comprehensive plan of change into 2019. I look forward to updating you on our progress in the next edition.

I Hope you enjoy this issue of News at One. Best regards,

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“We needed an experienced practitioner’s view of how you deliver change in a complex, regulatory environment like ours. That’s when I thought of Project One.” Jon Whitaker The way they were delivering more ambiguous internal change was not allowing their knowledge to be effectively harnessed, to drive the best outcomes. Looking at how to tackle this, Jon decided to evolve the existing approach. “Using an off-the- shelf methodology and moving everyone to it quite quickly could have been quite disastrous - you can’t stop the bus and make those changes.” At the same time, they were delivering on the Guardian integration, and going into 2017 with big policy migrations from old systems on to their system, major regulatory changes were going through and they had kicked off a big deal with L&G which is now in full train. “We needed a vision of where we were trying to get to. It would have been easy to get a text book agile manifesto type approach from a whole range of external providers – I wasn’t convinced that was right for our business. We needed an experienced practitioner’s view of how you deliver change in a complex, regulatory environment like ours. That’s when I thought of Project One.” Said Jon.

Client focus

ReAssure

Originally founded in 1963, ReAssure is a life and pensions company which buys and administers complex closed books of business from other companies. The organisation is focused on acquiring business and not new business. Although ReAssure may not be a household name, they are not a small company. In fact, ReAssure is one of the biggest life companies in the UK – they have over 3 million policies on their books, and look after investments of over £44 billion for their customers. They have invested heavily in their buildings, infrastructure, IT and more; making the business far more dynamic, collaborative, results- focused and progressive. A joined-up change delivery function was imperative to the ongoing growth and success of the business. News at One met COO, Jon Whitaker, who shared how he approached the transformation of Change Delivery within ReAssure. Changing Change at ReAssure

the challenge

Following the acquisition of Guardian in 2016, the organisation restructured and rebranded as ReAssure. Jon Whitaker, who joined originally to integrate Guardian into ReAssure, then took on the role of COO, with a key objective to transform the change delivery function. “It was clear from the CEO’s brief that it was an area that needed a lot of focus. As an organisation, we had a good track record of delivering the big migrations of acquired businesses – our USP is bringing businesses into our in-house system set. We had not experienced the same level of success with delivering a wider range of smaller, value-adding change.” Said Jon. Although ‘big integration’ delivery was successful, as a growing business, ReAssure has an increasing amount of other change to go through. Their processes didn’t adapt themselves very well to more ambiguous change – it was taking too long, and behaviours were wrong – the change delivery functions were fragmented. Taking a traditional waterfall approach led to a lack of collaboration, which meant issues were not being discovered until late in the process.

Jon explained what he thought was key to the success of this programme. “We had to bring together a number of separate independent functions. I was determined to have one change framework that we all work to, regardless of function. Getting the behaviours right, where people are focused on the outcome first – rather than the process and their function – was absolutely key in driving the collaboration we knew we needed, to be successful.” Said Jon. The ReAssure business is complex. By definition, they inherit some of the more diverse and complex industry products, pulling them together, administering them out of one system, compliantly, and in a more cost-effective way. This involves an awful lot of knowledge of the underlying products, which you wouldn’t see in the market today, as well as expertise of their different business functions, administration systems and Financial Services regulatory knowledge – where the bar is continually being raised. Therefore, to be successful ReAssure had to harness their knowledge in those areas.

jon whitaker coo, Reassure

jane logie CONSULTANT, project one

Continued...

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Project One Leading Change

Client focus

Making a real difference

the outcome

Initially, Project One undertook a short piece of work to provide a framework that assessed the way ReAssure were operating, where they wanted to get to, and the actions required. They then agreed the framework of what they wanted to achieve over the next 18 months. A programme that Project One would help to implement and manage overall. “It was really helpful because Project One drew upon their experience of what ‘good’ looks like and identified common flaws, producing a best practice framework – not an out-of-the-box change methodology.” Said Jon. “Project One Consultant, Jane Logie, had the credibility and experience to work at a senior level and with different components of the business that contribute to change – this was critical for me. “The number of functions integral to the overall change process do not all report to me and the only way it was going to work was if we tackled it holistically. That’s why having someone like Jane on board was vital. She had also worked at other large insurance companies, and knows some of the peculiarities of our business.”

“We all know you can’t process design your way to greatness…but having great process design combined with a team that stand shoulder-to- shoulder, choosing to succeed together, is incredibly powerful.” Jane Logie

“We are replicating existing products cost effectively, that still requires a degree of innovation but it’s more about innovation of the solution, rather than innovation of the product.” Jon Whitaker Aside from the financial benefits where substantial savings can be re- invested into the business, ReAssure is targeting a 20% productivity improvement. There is a real sense of drive and ambition for the future, a more innovative culture and a team that understands the wider impact of change, using the same terminology and equipped to continue to make progress with pace and energy. The objective of the ‘Changing Change’ initiative was to replace the programme of change with a continuous improvement culture that lives and breathes. This resulted in a seismic shift with people engaging in, and thinking about the end outcome for the piece of change and how best to achieve it. “We’re harnessing our skills and applying our knowledge and innovation far more effectively to find smart solutions to very complex problems – that is very interesting and exciting.” Said Jon. “The power of getting the team involved in the delivery of end-to-end change, and working collaboratively with common vision and behaviours, has probably been the most important thing that we’ve done.”

The top four things that helped to make a real difference:

Jon always wanted to get his team truly engaged in the programme and he supported them in terms of time and resource to make this possible. The new operating model removed duplication and overlap and made it clear where accountabilities resided, enabling the team to ‘play in position’, as well as be part of the whole. Having a ‘cheerleader’ and someone who could accelerate development of new ways of working. Project One’s bespoke approach, assessing the situation and the needs of the business, and becoming a true partner.

The Approach A number of transitions were identified to take ReAssure through to Q4 2018 and an efficient change delivery function. During the engagement, Project One was responsible for three sprints, each of which built upon the foundations of its predecessor.

Sprint 3: Had many strands including: - Leadership of the ‘Changing Change’ Programme - The definition, approval and implementation of tier 2 Target Operating Models - Reengineering of key processes (sequential, gating, estimating, demand & supply, KPI’s, benefits, common >Page 1 Page 2-3 Page 4-5 Page 6-7 Page 8-9 Page 10-11 Page 12-13 Page 14-15 Page 16-17 Page 18-19 Page 20-21 Page 22-23 Page 24-25 Page 26-27 Page 28-29 Page 30-31 Page 32-33 Page 34-35 Page 36-37 Page 38-39 Page 40-41 Page 42-43 Page 44

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