201308 Insurance And Technology Webinar: Upgrading Financial Systems

Presented by:Presented to:

THE NOLAN COMPANY

Why Regulation isn't the Only Reason to Refresh

Financial Systems

Steven M. Callahan, CMC®, FFSI

August 29, 2013

Practice Directorwww.linkedin.com/in/stevencallahan

www.linkedin.com/in/stevencallahan

8 Financial Systems Replacement : August 29, 2013

Overview of Financial Systems Fit with Legacy Upgrades

Table Of Contents

• The Nolan Company

• Webinar Overview

• Environmental Challenges

• Relevant Survey Results

• Implementation Considerations

• Closing Thoughts


Introduction

The Nolan Company

• The Nolan Company is a management consulting firm comprised of highly skilled and knowledgeable industry experts.

• Celebrating 40th Anniversary serving Insurance, Healthcare and Banking clients.• Focus is on solving complex operational and technical business challenges. • Approach is by partnering with clients to bring our industry expertise to client staff.• Outcomes are improvements in client competitiveness, effectiveness, and

performance that continue long after our involvement ends.


Webinar Overview

Why Regulation isn't the Only Reason to Refresh Financial SystemsEnvironmental reasons add to functional reasons for new financial systems• Regulatory and financial pressures are a prime enterprise concern.• Solvency II, IFRS compliance, and healthcare reform • Low interest rates and sluggish economy amplify bottom line concerns

Financial systems tend to get minimal attention even though a core enabler• New systems focus on policy admin, billing, distribution, underwriting and claims• SMAC (Social media, Mobile, Analytics and Cloud) attract remaining attention

Modern financial systems essential to• Meeting reporting and compliance mandates from regulators• Working in a "big data" world with the latest analytic capabilities• Engaging new markets and diversifying product lines to maintain profitability


PC Claims Severity

Industry Faces Challenging TimesInvestments

Regulation

Market Exits

Technological Advances

Competition

Life Insurance Ownership


Decision-making processes and strategic focus changed‒ Economic conditions limiting portfolio returns‒ Competitiveness and market saturation challenging organic growth‒ Cost structures seen as unsustainable, cost management critical

Costs and capital investments heavily scrutinized‒ Structural changes: outsourcing, consolidation, acquisition, divestiture‒ Process changes: LEAN, CI, Value Analysis, Process Optimization‒ Technology: Legacy replacement, Decision and Process Automation

Automating insurance processes driven by‒ Rapidly advancing technology‒ Accelerated consumer adoption

Integrated service experience solutions drive‒ Increased profitability‒ Improved customer satisfaction‒ Improved retention

Session OverviewDriving Foundational Changes


With Increasing Technological and Operational Complexity

Broader Generational Diversity Influencing Service Methods

Surge in Social Media Channels and Data Availability

Five Generations of Consumers, Large New Wave Coming(% of Total Population)

Increased Ethnic Diversity Influencing Service Delivery

The Digital Generations- powerful consumers


Driving an Evolving Service Delivery Model

One Size Fits All

§ Same service for all segments

§ Over invest in some, under invest in others

§ One model to manage across lines and customers

§ Differentiation created at company level with brand or channel vs. segment levels

§ Easier to match capabilities, one target to work with

Individualized Service

§ Segmentation of needs and value derived

§ Appropriate service investment in each segment

§ More challenging with sets of models to manage

§ Differentiation created at segment levels driven by service and economic value

§ Harder to replicate by the competition, people based, multiple targets


Many Software Options and Needs, Budgets Flat to Down


Service Systems and New Technology Get the Attention

System Deals – Flat to Down but Showing Improvement in 2013

• Many vendors have seen a decline in new deals since 2012― Processing and document/content management have seen declines― This despite increased variety of solutions and functional advances

• Despite these overall trends down, two areas have shown actual growth― Distribution systems that help address multi-channel opportunities and needs― Infrastructure and financials is the other category showing an uptick

• Fewer deals being cut with existing partners – openness to new vendors― Breadth of solutions available across the technologies being leveraged― Increased tendency to wrap legacy with rules engines and web front ends― Data mastery solutions also key focus (warehousing, analytics, ETL)


Survey Results Give Insight

The Nolan Company’s Executive Survey gives insight into priorities


Survey Results Give Insight

Implementation Success faces many challenges


Survey Comments Provide Depth

A Relevant Insight

“The ability to integrate the use of multiple data sources and types into decision-making processes ranging from pricing to underwriting to servicing to claims is essential in today’s competitive environment. Managing the recent dramatic increase in data diversity is ideally accomplished using next-generation data management tools, data warehouses and robust analytical tools.”

Takeaways relevant to financial systems:• Need ability to handle multiple data sources and multiple data types• Must reach across servicing / transactional systems• Advanced data management and data warehousing integral• Importance of analytical reporting tools useable by the business emphasized

Attempting to meet these needs with legacy financial systems increase costs, complexity, implementation timeline, and the risks of failure.• Realizing all benefits of a new processing system limited by financial system


The Interface Challenge Alone Is Intimidating


Plugging New Needs into Old Systems = Difficult, Costly

New Regulations& Process Controls

Reorganize, Recast,Restructures

Reporting &Analysis Demands

New

PAS


What to Look for When Considering New Financial System

Financial Reporting Accuracy and Reliability Core to Change

• Market Agility, Financial Accuracy and Regulatory Compliance requires― Rapidly adaptable chart of accounts to allow expansion on a needs basis― Transparency of processes with integrated process audit and automation― Interoperability with other systems on a near plug-and-play basis― Business defined capabilities and level of detail allowing dynamic adjustment― Built in analytical functionality that can adjust level of drill-down and detail― Straightforward reporting mechanisms that do not require specialized expertise― Environmental simplicity: fit within the standards of today’s data centers

Survey Insight:“Companies looking to gain competitive advantage must allocate financial and human resources to replace aging legacy technologies, update skillsets, become adept with data, and redesign outdated IT management practices.”


Best of Class or Suite Solution?

Reality Leans in Favor of Best In Class

• Suite Solutions (ERP) are built for breadth of function and robustness― They have to support a wide range of functions to covering multiple industries― They must handle consistently high volumes of diverse transactions― Typically built on the original conceptual frame of manufacturing systems

• Best in Class looks to serve a specific focus extremely well― Typically focused on a particular related family of industries― Narrow transaction breadth, looking for depth and functionality within industries― Conceptual frame based on the specific focus of the solution versus a suite

• Often Cost of Integration pointed to for decision basis― Absent concurrent retirement of legacy systems, interfaces are needed anyway― Insurance industry development staff have become adept at interfacing― Usually frame for interfacing exists already due to multiple disparate systems


Lessons Learned

Realizing Benefits of Financial Systems Upgrade can be Challenging

• Often measured in agility, speed to adapt, simplification of reporting― Usually minor reductions in systems costs as these are generally low cost― Replacing existing workarounds (e.g., spreadsheets, manual tracking, manual

reports, duplicate reports) can be beneficial but difficult to measure the impact

• Preparing for the process is key― Conduct a comprehensive scan, inventory, and roadmap of all opportunities― Map successes against the roadmap, adjusting as needed

• Ask probing questions and push back on answers to ensure thoroughness― What things can / should be fixed now without any system upgrades?― What processes / practices need to change as part of the upgrade effort?― What longer-term changes need to occur to realize the full value once the new

system is in place (people, process, and technology)?


Lessons Learned (continued)

Scope Management and Project Governance is Critical to Success

• These efforts have a way of growing beyond the initial scope― Starts with the replacement of GL and supporting management reporting ― Which begs the question about Chart of Accounts design and function ― Which leads to questions about level of detailed data stored in the GL― Followed by questions around the sources of data and where it is stored ― Which leads to how this will impact source data feeder systems― Followed by questions of replicating / replacing a data warehouse need … etc.

• These efforts can also be scoped too narrowly, delivering minimal value― Limit to upgrading the GL system only to prevent obsolescence, no redesign― Risk concerns result in replicating current setup with new technologies― “Paving the cow path” fails to leverage the functional richness available


Be Forewarned – Implementation Requires Conversion

Gartner: "83% of Data Migration Projects Fail...“

• Poor Project Planning ― Usually Addressed after the system pilot― Handed off to the Support and Maintenance team

• Legacy Issues― No documentation and lack of existing knowledge of old systems / interfaces

• Data Quality problems― Unknown/never addressed

• Lack of Flexibility and Insufficient/Overexuberant Change Control― PM Waterfall process not appropriate― Changes happening after data mapping not integrated adequately

• Delay of Functional Testing and Data Validation/Auditing


Overcome the Odds via Thorough Project Management

Establish and Follow a Well-communicated and Planned Process

• Continuous multifunctional stakeholder oversight and participation― Ensure participation by leadership across key functions― Broad project participation and awareness, not an “IS” or “Finance” only project

• Solid and realistic estimates of time and effort, no short cuts― Usually addressed after the system pilot and handed off to maintenance team― Focus on complexity not volume, fully address data gap and quality

• Thorough data validation plan― Built up from a data model that fully supports all of the inventoried reports

• Closely managed specifications and data mapping― Common repository for specifications and layered changes― Impact reporting on each change― Traceability between spec and test case validation reports


Overcome the Odds Thorough Project Management

Ensure Disciplined and In-depth Testing and Implementation Plans

• Incorporation of multiple refresh / regression test cycles― Careful sequencing of data manipulations and transformations― Clearly documented and verifiable refresh process― Reconciliation reports for post refresh regressions

• Clearly defined go-live strategy that modularizes risk― Business operations plan for day 1 / week 1― Audit process that includes history and lineage

• A data migration strategy fully vetted with cross-functional team of experts― No documentation and lack of existing knowledge of old systems / interfaces

• Rigorous Data Governance practices and expertise― Predetermined and communicated data rules, standards and policies― Pre-established roles and responsibilities including on-going data governance