How We Help Clients

In order to remain competitive and maintain profitability in an evolving market, many businesses are forced to analyze and re-engineer their fundamental processes. Our re-engineering engagements are typically focused on improving operating margins by improving efficiency and driving future top-line growth by freeing up funds for strategic investments. As a result, our approach to re-engineering is not simply about cost reduction. We treat every expenditure a client makes as an investment, and strive to ensure that scarce resources are optimally allocated to maximize overall returns. This ensures that short-term margin improvement does not conflict with long term growth.

We work with clients to identify key process based on their resource consumption and value generation. For each process, we conduct an in-depth analysis of operational data and process maps to develop a detailed view of the current state. We then work with cross-functional client teams to define a vision of the future state, identify gaps, and develop a roadmap to reach short and long-term milestones.

 

Examples of Our Work

  • At a leading healthcare firm, identified non-value generating processes and underutilized capacity to reduce operational costs by 15% while maintaining or improving client SLAs.
  • Improved productivity by 15% in a sales force of over 10,000 advisers by reducing downtime, improving targeting of sales and marketing activities, and aligning compensation structure with business goals.
  • At leading financial services firm, combined customer experience, usage, profitability, and risk indicators to create an integrated dashboard and metrics for advisors, CSRs and account managers.  Dashboard and metrics had the impact of improving customer spending and profitability, and reducing voluntary attrition and losses all of which led to $15M/year in revenue and $5M/year in EBIT.

 

Case Study

  • Our client, a US based health services firm, was facing pressure to close a P&L gap by significantly reducing in-year expenditures. Their goal was to reduce costs while minimizing the impact to their client service levels, growth potential, and strategic flexibility. Their B-B-C business model meant that a majority of their expense base was devoted to servicing their clients employees and families (collectively known as members) through the use of call center staff, 3rd party vendors, and direct mail.
  • An analysis of their operational data allowed us to identify multiple levers through which we could reduce expenses. Examples include:

    Demand Optimization: Use a member’s gender, age, and health risk factors to create propensity to engage models which identify members with the lowest likelihood to engage. These members can be targeted for outreach using low-cost digital modalities without impact overall engagement levels.

    Demand Elimination: Eliminating wasteful or ineffective processes.

    Process Optimization: Reducing activities which don’t provide value to the business or customer.


     

  • With a combination of vendor management, waste elimination, process optimization, and resource redeployment, we helped our client reduce operational costs by 15%. Careful planning with key business leaders and functional stakeholders enabled our client to implement our recommendations quickly while maintaining or improving their client SLAs.