In this mandate, the IT and ERP expert was tasked with managing the modernization of the IT systems and processes in an insurance company as interim CIO. The internationally active company had built up its IT landscape in the 1990s. The systems were updated shortly after the turn of the millennium. Since then, the IT teams had mainly been occupied with keeping the systems running.
Actual situation: Desolate IT landscape - no understanding of processes and requirements
At the start of the assignment, the interim manager found a desolate IT landscape. For example, the outdated enterprise resource planning system (ERP system) was running on a paid server landscape with an expired lease and warranty. The IT department was without a manager. The small software development team was overwhelmed - with no specific project planning, vision or end goal. The IT and software teams also lacked an understanding of the framework conditions and needs of the specialist departments.
In addition, there was hardly any orderly communication between the internal departments. Work processes had not been modernized for a long time. Although digital email communication and ERP administration were part of everyday life, 95 percent of processes, including customer communication, took place on mountains of paper and in manual processes.
Immediate action taken to address the most urgent challenges
To take stock, the interim manager held team and individual meetings with the IT team to review IT work processes, IT data protection & security systems and ERP solutions. In further meetings with all managers and selected administrators, he determined the needs of the specialist departments. By taking part in project and team meetings, he also gained an impression of the teamwork and corporate culture.
In order to rectify the problems that could not be postponed, at least in the short term, the interim manager held complaint meetings with the IT suppliers to have the most urgent weak points, such as weak and unreliable data lines, rectified immediately. He also had test runs carried out on the back-up systems. With particular commitment, he also initiated the purchasing process for the long overdue new server landscape.
Double-track concept created for sustainable modernization
After consultation with the management, the interim manager developed a double-track strategy for the modernization of the IT landscape. This concept included a 6-month and 3-year roadmap including budgeting planning & ROI.
Only 6 months after the start of the mandate, the previous IT server landscape was replaced by a new server landscape including a redundant system without higher leasing costs.
For the modernization of the ERP system, the interim manager initiated a partnership project with the previous provider after a careful make-or-buy analysis. This ensures that the digital, automated and robotized modernization of the ERP solution is future-proof. Solutions are developed in close cooperation with the insurance company, but the manufacturer remains responsible as a supplier. Accordingly, the manufacturer modernizes its product at its own expense. In this way, the insurance company receives a fully future-proof ERP solution within 2 years without having to increase its own IT team or investments.
Successes in the structure and working methods of the modernized IT department
In the further course, the interim manager implemented integration projects with industry-specific solutions for specialized insurance & mass products for optimized digitization and automation.
In parallel, he trained selected IT employees on the job to qualify them to manage the IT department or IT projects. He also introduced a cross-departmental agile project culture with open actual-target and requirements discussions.
New IT landscape and processes motivate employees at all levels
The modernized IT landscape, changed communication behavior, leadership and agile project culture brought about a significant change in mood. Employees and middle management finally felt that they were being heard. They quickly developed a positive attitude towards working on the projects. The IT team in particular was delighted that the untenable situation had come to an end. The teams continue to work on optimizing the processes with the corresponding motivation.
