1. Customer Process & Decision
Transformations
Howard Webb
Director, Advisory & Consulting
Prolifics
Ryan Trollip
Director, Decision Management
Prolifics

2. Agenda
 Financial Services
 Funds disbursement
 Personalized interactions
 Credit card fraud
 Healthcare
 Group onboarding
 Special needs claims
 Rights Management
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3. Financial Services: Funds Disbursement
The Scenario
 The Company: A financial services firm with $4.6 trillion in assets
under administration, including managed assets of $1.9 trillion,
as of December 31, 2013.
 The Challenges:
 Intensive manual processes involved in trading, funds disbursement,
and customer service requests: redemptions, liquidations, account
close outs
 Multiple legacy and disjointed systems
 No clear visibility of the business processes from senior management
perspective
 Complex and cumbersome manual processes
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4. Financial Services: Funds Disbursement
The Approach
 Reduce/remove human error through workflow automation
 Integrate disjointed legacy systems through workflow
orchestration
 Visualize business processes through process modeling and begin
monitoring process execution
 Identify key performance metrics
 Provide management dashboards
 Reduce complexity by extracting business rules from processes
 Manage rules as separate business artifacts
 Technology
 IBM BPM
 IBM ODM
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5. Financial Services: Funds Disbursement
The Results
 Reduction in human errors
 Dramatic improvements in process throughput
 Improved customer satisfaction
 Greater flexibility in responding to customers needs due to
extracted business rules
 Better scalability & reduced cost of change
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6. Financial Services: Personalized Interactions
The Scenario
 The Challenges:
 Inconsistent customer interactions / messaging across channels
 Ineffective cross sell and campaign reach
 Duplication of campaign logic & inconsistency
 High cost of ownership
 Slow to capture trends or missing opportunities
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7. Financial Services: Personalized Interactions
The Approach
 Model decisions and process
 Centralize decisions and workflow
 Implement as SOA services across all channels
 Implement MDM and caching
 Capture data via an interaction hub (Big Data)
 Ingratiate with analytics models
 Technology
 IBM BPM
 IBM ODM
 IBM IIB (fka WMB)
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8. Financial Services: Personalized Interactions
The Results
 Consistency across channels, better customer experience
 600% better cross sell
 Better identification of at-risk customers
 Reduction in cost of ownership and agility
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9. Financial Services: Credit Card Fraud
The Scenario
 The Company: Multinational financial services, principal business
focuses on processing payments between banks and merchants
for debit and credit cards.
 The Challenges:
 Slow reaction time to international fraud events
 Many mistakes and unnecessary complexity
 Limited flexibility & modularity in product offering
 Duplication of rules, performance issues with 6000+ TPS
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10. Financial Services: Credit Card Fraud
The Approach
 Manage
 Implemented governance processes for change
 Implement consistent modeling techniques
 COE standards and naming conventions
 Re-Architect
 Upgrade platforms, significant customizations
 Re-Architect system to allow for better use of IBM ODM rules
automation
 Consolidate rule sets & centralize
 Innovate & Optimize
 Implement improvements to decision metrics
 Implement & improve what if analysis
 Technology
 IBM BPM
 IBM ODM
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11. Financial Services: Credit Card Fraud
The Results
 Reduction in “fat finger” errors
 Decrease false detection rate
 Quicker turnaround for new strategies, Improved customer
satisfaction
 Quicker product creation
 Better performance
 Lower cost of ownership
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12. Healthcare Payer: Group Onboarding
The Scenario
 The Company: A healthcare payer with $29.1 billion in annual
revenues, 35,000 employees worldwide, and 75 million global
customer relationships.
 The Challenge:
 Outdated, inefficient, expensive process for onboarding clients
 Technology obsolete
 Redundant data generated without a clear system of record
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13. Healthcare Payer: Group Onboarding
The Approach
 Model current state client onboarding process end-to-end
 Very large, enterprise wide process
 Many departments involved
 Cross-departmental facilitated modeling sessions
 Reach consensus on current state
 Perform data analysis mapping legacy data to business process
 Identify single process owner
 Begin capturing ‘high-level’ business decisions
 Identify technology gaps, mapped to business process
 Technology
 IBM BlueWorks Live (Phase I)
 Phase II :
• IBM BPM
• IBM ODM
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14. Healthcare Payer: Group Onboarding
The Results
 First phase focused on non-technology related process
improvements
 Clarify roles & responsibilities
 Procedural changes
 Checks and balances
 Reduced process checkpoints from 45 to 9
 Lack of trust in the process
 Lack of trust across departments
 Developed clear, concise roadmap for new technology
 Identified definitive systems of record
 Improved customer service issues by providing more timely, accurate
status
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15. Healthcare Payer: Special Needs Claims
The Scenario
 The Challenge:
 Partially manual processing of complex dual eligible claims
 Expensive vendor systems
 Restricted ability to scale
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16. Healthcare Payer: Special Needs Claims
The Approach
 Develop comprehensive business architecture
 Focused on business processes, data (business entities), capabilities,
high-level current state technology
 Refine business strategy
 Prioritize efforts based on business strategy
 Decision management initiative to support:
 Process simplification
 Agility needed to support changing market conditions & customer
demands
 Externalization of complex business decisions like distributions
 Automate and orchestrate workflow
 Technology
 IBM BPM
 IBM ODM
 IBM IIB - SOA Integration
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17. Healthcare Payer: Special Needs Claims
The Results
 The Results:
 Business able to update the rules annually
 Easily change to new regulations and International Classification of
Diseases (ICD) codes
 Totally automated processing
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18. Rights Management Firm
The Scenario
 The Company: A rights management firm overseeing more than
8.5 million musical works owned by more than 600,000
songwriters, composers, and music publishers.
 The Challenge:
 Dramatic industry changes impacting business
 Customer demands and expectations
 Outdated business processes and supporting technology
 Alignment of technology initiatives and process improvements
 General lack of agility in innovation
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19. Rights Management Firm
The Approach
 Develop comprehensive business architecture
 Focused on business processes, data (business entities), capabilities,
high-level current state technology
 Refine business strategy
 Prioritize efforts based on business strategy
 Decision management initiative to support:
 Process simplification
 Agility needed to support changing market conditions & customer
demands
 Externalization of complex business decisions like distributions
 Automate and orchestrate workflow
 Technology
 IBM BPM
 IBM ODM
 IBM IIB - SOA Integration
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20. Rights Management Firm
The Results
 First customer self-service capabilities
 Process-orientation embraced across the enterprise
 Workflow automation beginning to provide business value
 Decisions extracted from processes and legacy systems into rules
management environment (IBM ODM)
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