A stalled claims transformation, back in control.
A national insurer’s move to a cloud claims platform was slipping, with 14 internal teams, an outside integrator and 18 vendor integrations pulling in different directions. Digineer rebuilt the program’s controls, surfaced the risks nobody was reporting and took nine months out of the data conversion.
At a glance
- Client
- A national property & casualty insurer
- Program
- Replacing two legacy claims systems with a cloud platform
- Scale
- 14 internal teams (140+ people), 3 integrator workstreams, 18 vendor integrations
- Engagement
- Program management consulting, six months
- Capability
- Transformation & Value Management · Program Execution
The situation
High visibility, low transparency
The claims replacement was one of the insurer’s most visible programs: two legacy systems moving onto a new cloud platform, with work spread across internal teams, an outside systems integrator and a long list of vendor integrations.
The program team was stretched thin by constant context switching. Forecast dates moved with little notice, costs were running over, and senior leaders kept hearing about problems through the grapevine instead of through the program. Several workstreams needed help but were not openly asking for it.
Warning signs
- Go-live date slipping without formal notice
- Vendors not transparent about status or issues
- Leadership learning of problems informally
- Workstreams struggling but not raising their hand
- Legacy data knowledge walking out the door
What we did
Twenty interviews in week one, then three fronts
Leadership needed results quickly. Digineer spent the first week in one-on-one conversations across the program, then worked with the program sponsor on the three areas those conversations pointed to.
Program controls
One timeline by workstream, progress tracking against it, and a single log for risks, issues and dependencies. Leaders got scheduled reporting, plus ad hoc updates the moment something moved.
Resource and domain knowledge
Data conversion was the biggest risk. The people who knew the source data had left or retired, and some source systems were more than 15 years old. We named the exact gaps, found internal experts where they existed and brought in outside specialists where they did not.
Cross-functional alignment
Corporate Finance carried the most impact and the most strained relationship. We invested in that relationship first, then organized a first-of-its-kind, three-day onsite summit with a tight agenda and the right people in the room.
What the model found
One hopeful date became fourteen honest ones
We applied a Monte Carlo timeline model already proven on another program. Instead of a single target date, it showed the probable completion range for every workstream and exposed where plans did not hold up.
Ten of the fourteen workstreams had issues. Six were mitigated within a week of discovery; the rest were prioritized and worked down. A shared dependency map, open to every team member, kept new risks from hiding.
The outcome
Visibility restored, risk retired, trust rebuilt
Reporting leaders can use
Regrouping 14 workstreams into six capabilities let stakeholders start at the capability level and drill into workstream detail only where they needed it.
Hidden risks became tracked issues
The shared dependency map showed which dependencies were falling behind before they reached the teams waiting on them.
Nine months out of data conversion
Identifying the critical-path teams and tightening process and tooling shortened the data conversion by nine months.
A model other programs now use
The Finance summit repaired the program’s most strained relationship. It was recognized up to the CIO and is being put into practice on other enterprise programs.
Program recovery
Is a critical program drifting?
Digineer steps in when complexity stalls progress. We bring structure fast, find the real risks and rebuild the trust a program needs to finish.
Get a drifting program back on track
Client name withheld for confidentiality.