Before a customer ever sees your product, there are hundreds of processes, tools, decisions, and people that impact its delivery. Learn more about how the CVS Health business, swift, implemented the transformative power of low-code to create a wave of disruptive innovation that has impacted every aspect of its business and has the potential to redefine its industry.
Beyond Digital Transformation: A Mandate for Disruptive Innovation in the Age of Amazon & CVS Health
1. | Beyond “Location”: Informing Decisions Through Innovative Technology| Beyond “Location”: Informing Decisions Through Innovative Technology
WELCOME TO OUTSYSTEMS
NEXTSTEP 2019
Business Track
2. | Beyond “Location”: Informing Decisions Through Innovative Technology| Beyond “Location”: Informing Decisions Through Innovative Technology
Today’s Agenda
Session 1 - Devin Parsons, Head of Digital
Transformation for Aetna, a CVS Health
Company
Session 2 - Mihai Strusievici
Director of IT, NA, Colliers International
Session 3 – Matthew Burns, Manager of
Advanced Analytics, Burton Snowboards
3. Embrace Change to Make
Disruptive Innovation a Reality
Devin Parsons
bswift, A CVS Health Company
13. Now
Closing the Competitive Gap
● 1/10th the size
● Mobile 2.0
○ Developed and deployed
both iOS and Android apps in
6 weeks
● Great UI/UX
14. New
Creating a Competitive
Advantage
● Next Generation Assisted Service
○ Outgrew our current call
center
■ 100% YoY growth
○ A non-linear expense curve
○ Needed to move fast before
we grew even more
15. Next Generation Assisted Service
● Unified Application Desktop
○ Reduced average hold time
○ Improved quality
○ Higher agent engagement
● Developed in 3 Months
○ Case management
○ Call tracking
○ Content management &
presentation
○ Real-time telephony integration
16. Next
What is Next:
Disruptive Innovation?
● Incorporating Emerging Tech
○ Conversational UI
○ Neural Networks
○ Augmented reality
○ …change the world
17. ● Low-code isn’t a fix for corporate
shortcomings
○ Ensure your CEO (not just the CIO or COO) knows
what’s coming, and backs you
● When you clear its backlog they will start
asking for more
○ It’s a shock. Be ready for it!
● Don’t underestimate the organizational and
cultural transformation
○ It can be difficult and painful, but critical to success
○ Change ≠ Transformation
18. 18
Where do I start?
Stay Focused
Start Small
Think Big
19. Stay Focused ...on the differentiated business
value you need to create.
● New product opportunities
● Changing customer needs
● Additional markets and channels
● Changing the world
20. ● Create your charter team
○ Keep it small and Keep it flat
○ All “A” players and all in
○ Align team to the CEO
● Find an ally in the business
○ Who needs something but can’t get it?
○ Who is willing to go all it with you?
○ Who can move faster and then faster still?
● A little less conversation, a little more
action please
○ Delivering value fast gets attention
○ Delivering value often gets you the right to talk
about disruptive innovation
Choose Wisely
Establish
Credibility
Deliver Value
Disruptive innovation rarely happens by continuing to do the same thing or by making the same choices. Join bswift’s Devin Parsons, Vice President and Head of Digital Transformation, as he discusses the choices and changes they faced, as well as the lessons they learned along their digital transformation journey.
Company Overview
Bswift has its roots in H&W Benefits Administration and now as part CVS Health, we are focused on making our Members healthier individuals, more productive employees, and more engaged members of society.
Bswift serves tens of thousands of plan sponsors ranging in size from a few dozen employees to clients with over 300,000 employees spanning the entire spectrum of self-service, assisted service, and back office processing in a B2B2C model.
Bswift processes billions of health and welfare related transactions millions of people. And while we are a 10th the size of our leading competitor by GR, we are growing fast.
Did I tell you we are one 10th the size of our leading competitor?
Bswift has to be agile (upper and lower case), lean, and smart with every dollar we spend
We have to be able to turn on a dime to adjust to changing market and legislative winds
The reality is when you have 1,000 employees and your competition has 10,000 you have to do a heck of a lot more with far less - bswift does just that
We are growing FAST - 30%+ a year by GR and even faster by some other metrics
Fast growth means more Epics, more features, and more use cases to be delivered.
It means tons of new employees joining the company each months - employees that have to be productive FAST
Bswift is transitioning from selling to small and midsize businesses to what we call the Jumbo market - 200,000, 300,000 and more employees
Our large market clients expect a much more bespoke set of solutions
When selling to a client with 400,000 employees the only acceptable answer to any request is, YES!!
We have to address all of what I just talked about WITHOUT EVER JEOPARDIZING the stability, quality, or accuracy of our core record keeping system
We needed to be able to drive RAPID change while isolating our record keeping systems to ensure stability
We needed to deliver fully integrated solutions that were Out Systems - outside of our regulated platform.
Now
Closing the gap with our competition
Back to the one 10th the size thing again - there are going to be gaps but closing them is table stakes
Where did we start in closing the competitive gap: Mobile App 2.0
Existing App was dead
Clients were unhappy
Prospects were, well, we just could not tell them we did not have a mobile app
Our legacy IT organization quoted 6 months - just for the iOS version
Results
Developed and deployed an iOS and Android App in six weeks leveraging our newly minted OutSystems development teams in Chicago and Guadalajara + side by side OutSystems support via their KickStart program
Delivered high design fidelity
The overwhelming positive market response
We can actually sell what we have and not what we wished we did
...a few months later we are on v.2.3 and still counting
Creating a competitive advantage
As a small player with very mature competition, we have to earn our right to sit at the finalists table each and every time
We don’t hear, “bswift, of course!” we hear, “b-what? bswift? Who are they?”
The first step in creating competitive advantage: Next Generation Customer Service Agent Desktop
100% YoY growth + more complex interactions + cyclical demand = massive need for process and tool simplification
Single, Unified Application Desktop for customer service agents that integrates leveraging OutSystems for the entire stack including the user interface, systems integration, and process orchestration
Results
There is a lot I could talk about here but this is the bottom line - OutSystems has given us the confidence to sell new business at a previously unreachable cost model even before this new product is available as GA
Reduced AHT, improved quality, better data containment, and higher agent engagement/retention and that allows us to grow our top line without a linear expense curve
Enabling Disruptive Innovation
I thought long and hard about using “disruptive innovation” as the overarching mandate for my team because, frankly, it sounds like another buzz phrase
But, for me, it is not just the right mandate it is the only one that really rises to the level of credibility
Few of us in this room would be happy with just being a ‘leader in our space’ or ‘highly competitive’ - that is what companies that have forgotten about Day 1 aspire to.
Our aspirations demand disruptive innovation to set a totally new bar of service for our customers, partners, and ourselves...
But there is a big WARNING! Disruptive innovation is crazy scary to more people that you think so stay tuned for lessons learned to avoid a huge shock wave of pain
Next - Disruptive Innovation + crushing the competition
Now that we have an OutSystems CoE setup and 4 factories running we are free to take even greater risks
Risks like Conversational User Interfaces, ML, and augmented reality
These are risks that we could have never contemplated before we embraced low code
Low Code is not an easy fix to corporate shortcomings - it takes guts to go down this path and you need to ensure that your CEO (not just your CIO or COO) understands the level of disruption low code will introduce to your company that she is ready to take advantage of the opportunity
When IT can clear its backlog and starts asking for more it is real shock - be ready for it!
Don’t underestimate the organizational and cultural transformation that goes along with digital transformation - it can be difficult and painful but if you want to play at the top of your game it is critical