STRUCTURE GOVERNANCE FOR OUTSOURCED OPERATIONS
How does OswegO help a life insurance company structure its outsourced operations to ensure sustainable results?
Is project governance a strategic tool?
Oswego assisted a major life insurance company in structuring and managing its outsourced operations.
How to analyze and respond to project governance challenges?
Context
Following the success of its transition to outsourcing customer operations, a life insurance company sought to consolidate its relationship with its BPO provider. The objective was to ensure optimal service quality while establishing robust and responsive management to handle workflows, especially during critical business periods.
Challenges
Ensure rigorous follow-up operations to maintain quality and flow standards.
Strengthen collaboration between teams internal and the vendor for a sustainable partnership.
Oswego PMO Mission
OswegO mobilized a senior consultant to lead this mission, structuring the governance of outsourced operations around three major axes:
Governance Creation : Establishment of weekly production committees and organization of monthly steering committees.
Critical period management : Monitoring of flows during two peak activity cycles.
Strategic planning Animation of a strategic committee at the end of its mission to identify future opportunities and align the partnership with long-term objectives.
The solutions provided by the project governance put in place
Robust Pilotage: Creating a Sustainable Function to Master Outsourced Operations.
Continuous improvement: Rigorous monitoring of KPIs leading to proactive adjustments and workflow optimization.
Enhanced strategic perspectives: Increased collaboration between the company and the provider, paving the way for a mutually beneficial relationship.
Why choose our consultants for project governance?
Oswego's expertise in PMO to structure and sustain vendor management in an outsourcing context.
The ability to ensure quality and fluency during critical business periods.
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