When two health insurance companies decided to join forces in 2015 to create an SGAM (mutual insurance group company), they tasked Gfi with the reconciliation of their information systems (IS). We handled this transition smoothly, and successfully met the challenges related to quality, costs, lead times and risk control during the IS unification approach.

This efficient and gentle transformation ensured a seamless merger.

In light of the future SGAM’s goals (rapidly expanding its range of services, offering innovative services, etc.) and the strong expectations surrounding the future IS, we were quick to launch an IT process streamlining approach that would form the foundation of the new unified IS.

  • We developed a transformation plan by:
    • defining the target (convergence of processes and tools of both insurance companies: an ITSM platform and a single service desk),
    • prioritisation by project,
    • accurate assessment of organisational impact,
  • formalisation and implementation of new processes (incidents, service and authorisation requests, changes and production runs, service levels, problems and configurations),
  • managing integration into the ITSM tool in liaison with the BI,
  • supporting changes in both companies’ teams.

The solution put forward removed all organisational and human obstacles, and heralded many advantages for the future major insurance company:

  • gradual change management through the shared vision of the existing and future structures,
  • widespread implementation of best practices: standardisation of industrial and unique processes, management of performance and service quality (indicators, continuous improvement plan),
  • implementation of unique and flexible ITSM tools and of a tools team,
  • increased productivity and autonomy: -20% in service management costs, -40% in outsourced support costs, -30% in the number of tickets via the establishment of a coordination team and self-service,
  • reliable service quality (via the more effective management of production runs and changes) and a 20% reduction in the number of incidents.

The comprehensive Gfi approach brings peace of mind

The relevance and efficiency of Gfi in this project is based on a set of added values.

Project expertise – we have demonstrated our expertise across all service management business lines:

  • consulting (audit, transformation plan, governance model, development of business cases / financial valuation, training, communication, change management), via our ITIL ITSM consultants,
  • integration and implementation of processes based on strong operational skills,
  • technical skills and integration into BI tools,
  • expertise in ITIL and ISO 20000 standards.

The ability to support – focused on change management, our comprehensive approach has ensured the acceptance and appropriation of practices by clients:

  • analysing the existing system based on three areas (in situ documentation, maintenance and analysis) to monitor what is written, said and experienced on the ground,
  • developing recommendations and the plan via workshops in order to foster teamwork between both companies at a very early stage,
  • developing a template for a simple and practical improvement plan,
  • gradually implementing projects, stage by stage.

Experience – our references, client feedback and thorough knowledge of health insurance has secured the trust of both insurers. We have experience of handling mergers, so we were also able to demonstrate great neutrality with respect to the players involved.

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