Change Management 101:
Operationalizing the Transition to
the Guidewire Platform
Aaron Brow, Jennifer Noel and Nikki Webster
November 5, 2015
The purpose of this presentation is to provide general information about CNA and its current Human
Resources strategies. Given the unique nature of CNA strategies, they may or may not be appropriate for use
by other organizations and may be subject to change without notice. "CNA" is a service mark registered by
CNA Financial Corporation with the United States Patent and Trademark Office. Certain CNA Financial
Corporation subsidiaries use the "CNA" service mark in connection with insurance underwriting and claims
activities. Copyright © 2015 CNA. All rights reserved.
2
3
Meet the Presenters
Aaron Brow
Vice President, Organizational Change Management (OCM), Human Resources
Aaron is responsible for leading the OCM team in its mission to deliver practical
change management solutions that drive results and build organizational
change management capabilities for CNA’s long term success.
Nikki Webster
Director, Learning and Development, Human Resources
As part of her role, Nikki is responsible for designing and developing learning
for enterprise initiatives, including Guidewire implementations.
Jennifer Noel
Director, Organizational Change Management, Human Resources
Jennifer has worked on Guidewire system implementations at CNA in a
variety of roles including; change management, business process and
requirements.
3
WHY CHANGE MANAGEMENT?
CNA’s approach.
Text Poll
What can we expect when we don’t manage change
effectively?
o Lower productivity
o Passive resistance
o Active resistance
o Turnover of valued employees
o Disinterest in the current or future state
o Arguing about the need for change
o Changes not fully implemented
o People finding work-arounds
o People revert to the old way of doing things
o Divides are created between ‘us’ and ‘them’
o All of the above
5
Barriers of Success
Top 10 Barriers to Transformation Success
Delivery
Focus
OCM
Focus
Resistance to Change
82%
Inadequate Sponsorship
72%
Unrealistic Expectations
65%
Poor Project Management
54%
Case for Change not Compelling
46%
Project Team Lacked Skills
44%
Scope Expansion / Uncertainty
44%
No Change Management Program
Not Horizontal Process View
IT Perspective not Integrated
43%
41%
PERCENT OF FIRMS
36%
Source: Survey of CEOs Regarding Business Transformation: Barriers to Success, Conference Board, Copyright © EquaTerra 2007.
All rights are reserved.
7
Greatest Contributors to Our Success
•
•
•
•
Active and visible executive sponsorship
Structured change management approach
Dedicated change management resources and funding
Frequent and open communication about the change and the need for
change management
• Employee engagement and participation
• Engagement and integration with project management
• Engagement and support from middle management
8
CNA’s OCM Model
9
OCM Methodology
Degree of support for the change
CNA’s Organizational Change Curve
Time
10
Six Levers of Change
Six change levers are the focus for the OCM change strategy. They address top barriers and
drive change readiness for adoption.
1
Compelling vision and communications
2
Executive Stakeholder management
3
Stakeholder and change networks
4
Change impacts and adoption
5
Training to build capability
6
Organizational design
11
Six Levers of Change
1
Compelling vision and communications
12
Six Levers of Change
2
Executive Stakeholder management
13
Six Levers of Change
3
Stakeholder and change networks
14
Six Levers of Change
4
Change impacts and adoption
15
Six Levers of Change
5
Training to build capability
16
Six Levers of Change
6
Organizational design
17
DEPLOYMENT HISTORY
And, lessons learned.
CNA Guidewire History
2004
2007
2010
Pilot of Guidewire
ClaimCenter
Commercial New Account
Set Up ~ 30 Users
Upgrades to ClaimCenter
2005
2008
2012
1st Guidewire Deployment –
Commercial ClaimCenter ~ 1,250 Users
Commercial Small Business
~ 400 Users
Pilot Specialty
ClaimCenter
2015
2013
Deployment of Specialty
ClaimCenter ~ 700 Users
Enterprise PolicyCenter
Monoline Excess Liability (Umbrella) ~ 50 Users
New Account Setup ~ 12
2017
Enterprise PolicyCenter: Package
Products Specialty Lines of Business
2014
2016
Enterprise PolicyCenter
1st Business Unit: Life Sciences
~ 275 Users
Enterprise PolicyCenter: Common Customer ~ 1000 Users
Workers Compensation ~ 1000 Users
Excess Liability (Umbrella) ~ 1000 Users
Surety: Bond Processing ~ 350
19
2010
2004
2005
2007
2008
2012
2013
2014
2015
Our Work: 2005
First Guidewire Deployment: Commercial ClaimCenter (approximately 1,250 users)
Microsites
High Level Change Impacts
Change Network
Communication Campaign
Classroom Training, Hands on in
Training Environment
Job Aids and Self Study
E-Learning - Show Me’s, Try Me’s
and Branching
Command Center
Deployment Team
20
2004
2005
2007
2008
2012
2013
2014
2015
2010
Our Work: 2008
Commercial Small Business (approximately 400 users)
Organizational Impact Analysis
Microsites
Change
Impact Work Sessions
Organizational Design
New
Job Aids via Help Screens
High Level Change Impacts
Change Network
Communication Campaign
Classroom Training, Hands on in
Training Environment
Job Aids and Self Study
E-Learning - Show Me’s, Try Me’s
and Branching
Command Center
Deployment Team
21
Job Aids via Help Screens
22
2010
2004
2005
2007
2008
2012
2013
2014
2015
Our Work: 2014 and beyond….
Enterprise PolicyCenter: Additional business units
OCM Role, Methodology
Microsites
New
E-Learning - Snippets
Organizational Impact Analysis
Microsites
Change Impact Work Sessions
Organizational Design
Job Aids via Help Screens
High Level Change Impacts
Change Network
Communication Campaign
Classroom Training, Hands on in Training
Environment
Job Aids and Self Study
E-Learning - Show Me’s, Try Me’s and
Branching
Command Center
Deployment Team
23
Microsites: An Integrated One-Stop Shop
24
Six Levers of Change
Six change levers are the focus for the OCM change strategy. They address top barriers and
drive change readiness for adoption.
1
Compelling vision and communications
2
Executive Stakeholder management
3
Stakeholder and change networks
4
Change impacts and adoption
5
Training to build capability
6
Organizational design
25
QUESTIONS?
THANK YOU!
Your Opinions Are Valuable to Us!
Evaluate this session:
1.
Open the Guidewire Community app and select “Q&A/Evals.”
2.
Choose “Continental 6” to access this sessions evaluation.
3.
Submit your feedback (two short questions).
Each time you submit feedback for a session, you’ll have a chance to win a $200 Hilton gift card or a $100 American
Express gift card. One winner will be chosen per day.
27