Aspen

1 min read

They had grown significantly, reaching a scale & complexity that required a new operating model. We helped them drive a single, consistent framework to manage the change. Oh, & deliver the future shape of their organisation…

This leading London Market insurance and reinsurance provider had grown significantly in recent years, organically and through acquisition. They had reached a scale and complexity where they needed a new operating model. The group Target Operating Model (TOM) programme was established to deliver the future shape of the organisation and provide a scalable platform for further growth. To embed and sustain this change and realise the associated benefits, we established a structured programme of change management to build understanding and achieve buy-in from all stakeholders across the business, globally.

Why Elixirr?

As this insurer’s transformational change partner, we already had a deep understanding of the challenge, and the change taking place across the organisation. This strong relationship, coupled with our change management expertise, meant we were the right partner to drive a single, consistent and global framework to manage the change effectively.

01 Overview

This leading London Market insurance and reinsurance provider had grown significantly in recent years, reaching a scale and complexity that required a new operating model. They engaged us to help drive a single, consistent framework to manage the change which would ultimately provide them with a scalable platform for further growth, and deliver the future shape of their organisation.

02 Outcome

Common Group TOM vision & buy-in.

03 Method

Business engagement & communications, champions network.

The challenge

Critical to the success of the group TOM programme was the willingness of individuals to change their attitudes, their mindsets and their work habits. Given the scale of change afoot and the complexity of the internal organisation, the biggest challenge for the insurer was aligning leadership and business stakeholders around a common goal, building ownership and making the change sustainable.

The approach

Aligned to the overall organisational strategy, our mission was to establish a clear change management strategy and enterprise-wide communications plan. This involved understanding gaps in capability, assessing the impact of the change, and conducting training needs analysis for areas affected by the TOM. We also concentrated on aligning leadership and senior stakeholders around a common understanding of what was required.

As part of the communication plan, we engaged the business through a range of high and low touchpoint channels. To drive two-way communication within the business and effectively cascade key messages, we built a strong champions network. Alongside this, we used other channels to reinforce these messages, such as a dedicated intranet site, email, posters, and in-person team updates. These were all used regularly to ensure clear and consistent communication.

It was important to sustain the benefits of the TOM programme, and we did this by focusing on changing ways of working, aligning KPIs and objectives to encourage the right behaviours.

The value

We managed the change across all TOM initiatives, regularly communicating to colleagues company-wide and working directly with senior stakeholders to effectively embed TOM change.

More broadly, our change strategy:

provided a single process and way forward for managing the change.
minimised any negative perceptions of the change and its impact.
maximised the uptake of new ways of working across the organisation.
built buy-in and helped to embed changes and sustain benefits across the company.
drove positive communications and engagement, ensuring that all employees understood the rationale behind the programme.

In particular, we established a network of Change Champions from across the business and hosted monthly champions meetings to share group TOM benefits and successes. The network acted as an important bridge between programme leaders and the wider business, encouraged cross-geography and cross-segment collaboration and supported in building awareness, understanding and adoption of the change amongst colleagues. Cascade communications for change leaders were essential.

We also organised and hosted monthly ‘Town Halls’ and regular ‘Lunch & Learns’, creating transparency around the change and celebrating the achievements of the programme. This was alongside developing regular company-wide communications (including videos, newsletters, emails, and desk drops) to share the vision and tangible benefits of the change.

The new TOM is now up and running and operating as business as usual. It has changed the shape of the organisation and successfully laid the foundation stones for this specialty insurer and reinsurer to continue their impressive international growth.

As this insurer’s transformational change partner, we already had a deep understanding of the challenge and the change taking place across the organisation. This strong relationship, coupled with our change management expertise, meant we were the right partner to drive a single, consistent & global framework to manage the change effectively.

Anthony Potter – Partner, Elixirr