Southern Africa’s Leading Independent Administrator And Service Provider To The  Retirement And Fiduciary Industries

The key indicator of success for this client was the percentage of beneficiaries with whom they had contact. In the African context, there are many rural communities where tracking down and remaining in contact with beneficiaries is very challenging.

 

They had a department dedicated to making contact with beneficiaries and adding them to their serviced client base. The challenge was that their success rate was sitting at 50%. While this percentage is not unusual for the industry, the department was composed of 29 people with an annual running cost of $1 million. 

 

We were able to automate 90% of the workflow. We re-engineered the entire workflow process and pared it down from 21 steps to 11, reducing the headcount from 29 to 6 people. We also developed a software solution on an existing commercial product. This was all done in the space of 6 months, including re-training and software development. Their success rate climbed to 87% and their cost was reduced to $200 000 per annum.

The worlds largest online gambling software development company

The software development department has over 900 developers, project managers, QA and ancillary positions in 10 locations worldwide. As they are in a heavily regulated industry with laws that are different in almost every location, processes are hugely impacted by compliance. 

 

The first process we tackled was reducing the time of approval for anyone to be able to implement a new software tool in the development environment. For example, it was often the case that a software developer would want to use a new technology. In order to do this, they would need approval from the architecture team, the data protection team, the compliance team and the legal team. The average turnaround for this process was 287 days to receive an answer either way. This bottleneck had a massive impact on productivity, innovation and man-hours.

 

The cost to the company in man-hours alone was $2.5 million per annum. This was very much a secondary concern, as innovation and productivity cost outweighed this by at least a factor of 10 to 1. 

 

In 5 months, we re-engineered the process from 33 steps to 14 and automated 95% of it. We developed a push-process solution on their existing Microsoft 365 platform with all the necessary auditing and compliance requirements being met. We reduced turnaround time to a maximum of 40 days, with the average time being 15 minutes by automating the approval so that only exceptions were dealt with by people.

 

In man-hours, we were able to reduce the cost to $50 00 per annum.