Outcomes
Curzon pinpointed over £20m of repeatable, annualised Opex reductions, against a cost base of £86m, across 4 areas within the UK PMI business, with 88% of benefits coming from FTE efficiencies
- Developed a credible, rigorous, well-sourced business case that provided a base case and “turbo-charged scenario” for client to choose from
- Defined a clear timeline of change waves, based on a flexible menu of opportunities and options, for Phase 2 (Implementation)
- Highlighted potential automation opportunities across Member Operations, Quality Assurance, Complaints, and Onboarding (BSP and Consumer)
- Illustrated the art of the possible in terms of future-state Member Operations and QA/Complaints teams through targeted efficiencies and investments in new technologies
- Delivered a credible set of high-impact opportunities that significantly improve upon Bupa’s existing plans and pinpoint critical areas for collaboration across business verticals and divisions
Background
- Rapid growth in PMI business without concomitant cost controls resulted in cost growth exceeding revenues Member Ops, Complaints, Quality Assurance, and Onboarding (Consumer, not SME)
- Critical need for automation and technological efficiencies identified by all business area leaders and SMEs, but little alignment on what to prioritise and when
- Fragmented and opaque change and the IT pipeline resulted in frustrations when attempting to prioritise high-impact changes for implementation in each area
- Poor understanding of handovers and delineations of responsibilities in onboarding processes
- Siloed view of each area leading to reinforcing cycles of cost inefficiency, especially in the Member Ops contact centre
Curzon Approach
“Three Lenses” Approach to Initial Categorisation
- We filtered all identified opportunities through one of 3 lenses – De-Risk In-Flight, Stretch/Accelerate Existing, and New Opportunities – to separate what client is already doing, from what will add value long-term
“What and Why” to Identify Opportunity Areas
- For each of 33 opportunities, we provided a clear explanation of why each mattered, potential payoff, and likely timing of payoff, in the Interim Report (Week 5 of 8)
Refinement into Implementation Waves – “How and When”
- We force-ranked each opportunity based on Level of Benefit (both in-year and annualised) and Ease of Implementation, to classify each one into 3 waves, which sifted the set into a credible and manageable subset of high-impact options. We validated the opportunity set against existing planned initiatives.
Defining the Business Case and Options
- Working closely with our client-side SMEs, we then defined and classified the investment costs (Capex/Opex) required to deliver each opportunity, and crafted the 3-year business case and evolution of benefits over time, for the Final Report
