베인은 홈페이지 기능 및 성능 개선을 위해 쿠키를 사용합니다. 이와 관련된 더 많은 정보는 개인정보 메뉴에서 확인하실 수 있습니다. 이 웹사이트를 계속 사용하시면 쿠키 사용에 동의하신 것으로 간주됩니다. 

사례 연구

Bridging the gap between business and IT

Weak IT capabilities at an insurance company had created a bottleneck for growth. The company's return on IT investment was weaker than competitors and senior management disagreed on the IT strategic direction. Bain created a five-step approach to address our client's IT transformation challenges and issues.

  • 읽기 소요시간

전체보기

The Situation

InsuranceCo*, a leading underwriter of life, auto and other insurance products, was undergoing a large-scale, strategic transformation with a strong focus on IT.

Although InsuranceCo spent less on IT than competitors, its ROI on IT was weaker. In addition, its IT organization was weighted toward pure technical skills and lacked personnel with business management skills. Senior management too lacked agreement regarding the IT strategic direction.

The industry was deregulating, and InsuranceCo needed faster and more flexible IT tools to cope with accelerated product life cycle, more integrated financial management and a step up demand for CRM solutions.

InsuranceCo asked Bain to advise on the following issues:

  • How does InsuranceCo's IT capability compare to industry benchmarks?
  • Given its business strategy, what should InsuranceCo's IT strategy be in the future?
  • How should its IT strategy be implemented?
  • What governance and process should it follow to effectively and efficiently manage IT?

 

Our Approach

Bain created a 5-step approach to addressing IT transformation challenges and issues.

Our Recommendations

 

  • Ensure business/IT alignment by clarifying POD (Point of Departure) and POA (Point of Arrival) of IT
  • Engage CIO in the business strategy development process to identify IT requirements related to business strategy & engage business management in planning, implementation, and assessment of IT projects
  • Lead strategic IT decision-making and accountability to the business unit level
  • Establish rigorous project management process
    • Make decisions based on quantitative cost-benefit analysis
    • Introduce new function of business analyst to bridge the communication gap between the business departments and IT department
    • Pilot test with end-users in implementation
  • Launch new function-based organization to increase efficiency and promote IT expertise through proper division of work

 

The Results

  • Senior management reached agreement on IT strategic direction. A steering committee and business/IT fusion program have been set up to involve both business and IT personnel in sharing business needs and IT requirements
  • A business analyst, acting as a new communication intermediary, is expected to significantly improve communication efficiency between business departments and IT, which was once highly cumbersome and ad-hoc.
  • With rigorous prioritization of investment initiatives, the company can ensure control in IT spending.
  • A new functional organization, combining similar functions once in different teams, will allow resource pooling and effective collaboration
  • With re-defined KPI structure in close alignment with corporate strategy and IT vision, cooperation between IT organization and business departments are ensured. Further, transparent performance tracking is now in place.
  • An initiative management manual, clearly manifesting documentation standards, cost/benefit methodology and work steps associated with each initiative, makes rigorous and systematic project management feasible

 

* We take our clients' confidentiality seriously. While we've changed their names, the results are real. 

베인에 궁금하신 점이 있으신가요?

베인은 글로벌 리더들이 중요한 이슈를 해결하고 기회를 놓치지 않도록 지원합니다. 고객사와 협력하여 지속되는 변화와 성과를 창출합니다.