Jacob began this assignment as a Change Analyst to identify process improvements within the Post and Customer Access Channels of the operation. He very quickly identified a number of quick wins there, but soon discovered a huge opportunity to increase customer satisfaction and drive out costs.
What Jacob found was a business dependent on people, but not on process. He took personal responsibility for architecting and presenting a completely new Target Operating Model (TOM) that would streamline processes and ensure the right people were doing the right job.
The project which Jacob led, affected 1,000 people across all areas of the business. The legacy he left was not just to drive out cost, but to provide the client with a consistent set of processes across all work-streams – with better customer information and improved Business Intelligence. In fact, Jacob’s TOM was so successful that it was rolled out across the entire European operation.
The Programme Manager said: “Jacob had an exceptional ability to drill down into the detail so that valuable judgements could be made from hard facts. He could empathise and understand the concerns of the business. Each recommendation that he made could be quantified in terms of how much time could be saved. It meant underwriters and claims people could concentrate on more profitable and valuable work, doing what they should be doing.”
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