Case Management: get to grips with the new frontier for work improvement

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Information about Case Management: get to grips with the new frontier for work improvement
Technology

Published on March 5, 2014

Author: neilwd

Source: slideshare.net

Description

Are you responsible for identifying appropriate technologies to help your business automate processes and support workflows? If so, you've probably heard of Case Management: it's long been associated with legal and healthcare organisations. However, recent technology developments have made the basic idea much more broadly applicable. You can now find vendors variously promoting 'Adaptive', 'Dynamic' and 'Advanced' Case Management tools that aim to help with challenges in areas like fraud management, customer-centric servicing, customer support, and contract/bid management. The promise is that the tools will help specialist staff get their work done more effectively by making it easier to manage and co-ordinate work, even when it's unpredictable.

There's a lot of hype and confusion in this space, though – so it's difficult to tell whether Case Management tools can really help, or whether this is just another 'shiny object' that vendors want you to chase…

These slides are from a webinar recorded on 27 February 2014. The webinar replay will give you an unbiased, independent and expert take on what Case Management is, why it's important, and where it fits in a portfolio of tools for supporting knowledge work and business processes. To access the replay visit http://www.mwdadvisors.com/library/detail.php?id=554

For further information contact Neil Ward-Dutton (neilwd@mwdadvisors.com)

Case Management Get to grips with the new frontier for work improvement Neil Ward-Dutton Founder, Research Director mwd advisors helping you get business improvement from IT investment

Setting the scene Corporate aspirations: avoiding a “Race to the Bottom” Highly targeted, Individual Winning through service, experience delivered Experiences Services Goods Scalable, Generic Commodities Winning through efficiency, transparency, responsibility In 2013, 62% of global consumers switched service providers due to poor customer service experiences, up 4% from last year. – Accenture Global Customer Pulse © MWD Advisors 2014 www.mwdadvisors.com 2

*Really* doing this means integrating experiences, delivering flexibly CHOICE Gather intelligence through each customer journey to make future experiences more engaging Customer Journey stage 1 Marketing Service FREEDOM Customer Journey stage n+1 Your customer EXPECTATION AMPLIFICATION Customer Journey stage 2 Sales Operations Customer Journey stage n Customer Journey stage 3 This is about much more than marketing or customer service! © MWD Advisors 2014 www.mwdadvisors.com 3

SUPPLIERS, PARTNERS Integrated experiences; multiple domains of activity Operations Customer interaction Great experiences need to be integrated across multiple channels Administration © MWD Advisors 2014 www.mwdadvisors.com 4

SUPPLIERS, PARTNERS Never drop the ball! Operations Customer interaction Great experiences need to be integrated across multiple channels Administration © MWD Advisors 2014 www.mwdadvisors.com 5

SUPPLIERS, PARTNERS Turbo-charging operational effectiveness: dealing with the ‘hard stuff’ Operations Investigations / exceptions Collaborative creation Customer interaction Great experiences need to be integrated across multiple channels Service fulfilment Administration These activities are not ‘routine work’ and can’t be planned or designed up front © MWD Advisors 2014 www.mwdadvisors.com 6

“Exploratory work” Expert discretion, teams, high-value documents Teams Bid management Contract management Onboarding Upgrading Reconfiguring Cancelling Frauds Faults Eligibility Underwriting Expert discretion © MWD Advisors 2014 Investigation www.mwdadvisors.com High-value documents 7

Exploratory work is organised around challenges, not processes This turns the standard business process automation approach on its head Process © MWD Advisors 2014 Vs. www.mwdadvisors.com Challenge 8

There’s value in managing exploratory work through software, but it’s different Exploratory work Transactional work Automated work • Straight-through processing • Performance © MWD Advisors 2014 • Predictability • Efficiency • Flexibility • Integration www.mwdadvisors.com • Auditability / quality • Collaboration / integration • Scale 9

Managing exploratory work: the alternatives Challenges Strengths BPM platforms Case Management platforms Collaboration tools Task Management tools Project Management tools Collaborative work design; Efficiency, lack of friction; Scalability; Control; Transparency Dynamic work planning and design; Policies/constraints; Measurement/control; Document management Team collaboration with integrated document stores; Low investment Transparency; Work definition and tracking; Low investment Work planning, estimation, scheduling for “temporary activities” Can require significant investment, training Lack of measurement, monitoring, improvement tools; Work structuring concepts Lack of measurement, monitoring; Resource integration; Work structuring concepts Management is disconnected from operational environment; suitability for repeated activities Lack of discretion in operation; Business information/documents often considered secondclass © MWD Advisors 2014 www.mwdadvisors.com 10

Another perspective: planning vs doing vs measuring / improving Project mgmt Planning Project mgmt Measuring / improving © MWD Advisors 2014 Task mgmt Collabor -ation Case management BPM (structured flows) Doing www.mwdadvisors.com 11

Defining Case Management Case Management is a particular kind of approach to managing and improving work. Case Management uses specialised software platforms that are optimised to support activities involving a significant degree of expert discretion in their progression and completion. A Case Management approach fits situations where knowledge needs to be captured, acted on, organised and stored, both to aid the successful resolution of a situation and to provide an after-the-fact record of what work was done. Optimal performance of cases Goals Management tools Patterns of practice Rules 12

Case Management applications: A conceptual view Goal Case workers, experts Guidance Case Distinguishing features Evidence / content Case owner Collaborative Work Progression Tasks, process fragments Policies Records © MWD Advisors 2014 www.mwdadvisors.com Systems 13

Bringing it all together: The value of Case Management investment Co-ordinate work among expert teams to resolve • Don’t force standard procedures challenges where they don’t fit Experts can use their judgement and discretion but business controls and policies are transparently applied • Ensure compliance where critical Manage business-critical documents as both inputs and outputs of activities • All guidance, evidence, activity records are linked to work Build and reuse process, task, information management components • Get stuff done quicker, reduce friction Manage the work and do the work in one ‘information space’ • A foundation for evidence-based improvement © MWD Advisors 2014 www.mwdadvisors.com 14

Getting started with Case Management Strategy Technology Analysis People A fastmoving area needs careful exploration There’s no magic bullet; skills acquisition is critical Personnel, tasks, business documents Extreme mindful contribution © MWD Advisors 2014 www.mwdadvisors.com 15

Neil Ward-Dutton neilwd@mwdadvisors.com @neilwd Thank you! Questions? Check out our free report: What is Case Management and why should I care? http://www.mwdadvisors.com/library/detail.php?id=558 Watch a replay of this webinar presentation: http://www.mwdadvisors.com/library/detail.php?id=554 mwd advisors helping you get business improvement from IT investment 16

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