NextGen Operating Model Transformation

Challenge:

A global airline underwent a digital transformation, which required implementation of a NextGen Operating Model.

Solution:

We designed the airline’s new operating model around personalized customer and team member journeys, with a focus on digital channels. This included an omnichannel, advanced analytics-driven “who-what-when” solution to personalize customer offers. To accelerate adoption of the new digital operating model, we created a communication plan and established a network of internal “change agents” to inform employees of the purpose, goals, and highlights.

Impact:

The result was an improved digital experience among employees, customers, and alliance partners.

Challenge:

A large pharmaceutical company we worked with was challenged with continuously emerging technologies and margin pressures. While automation initiatives were underway across different divisions, the strategies for these initiatives varied, as did the levels of executive sponsorship, visibility, and ability to generate value. This fragmentation kept the company from executing at scale and meeting profit expectations.

Solution:

To integrate these initiatives, we engaged 100+ leaders across all functions to identify “center of excellence” candidates in the design process. Then we designed an enterprise operating model with a refreshed portfolio of robotic process automation and AI initiatives.

Impact:

Along the way, we identified opportunities for more than 170 new operating model improvements and $170 million in annual productivity gains.

Challenge:

As an organization that had historically grown through inorganic means, a top five insurer was operating in business segment silos with limited connectivity and an incohesive strategy, leading to lagging underwriting performance and general profitability.

Solution:

We first defined the macro-architecture for the organization, highlighting the pillars of “supply” and “demand” that would optimize business performance. We then designed and implemented an agile transformation delivery model predicated on a “team of teams” approach that integrates cross-functional teams organized around common objectives and key results.

Impact:

The global operations capability that we established is now executing on strategic initiatives related to capability sourcing, data, and transformation and is expected to deliver more than $100 million in expense savings.