Efficiency Insurance Metrics Operations 
Harvard Business
APRIL 5, 2017
While a laudable effort in principle, measuring a company’s tendency to make myopic operating and investing decisions is fiendishly complex. But the other indicators probably pick up legitimate differences in how companies in the sample operate, as opposed to whether they are myopic.
Harvard Business
NOVEMBER 29, 2018
A core challenge of management is to ensure that the organization’s priorities, strategies, and metrics are consistently embraced and that any impediments are identified and addressed quickly. Metrics that are reported daily, such as “units at capacity.”
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Harvard Business
JANUARY 31, 2017
While some have invested significantly in technology, operational, and cultural changes, others are lagging behind. Other financial and operating indicators showed similar disparities. The broad deployment of digital technology requires rethinking both business and operating models. for leaders and 3.2% for laggards.
Harvard Business
FEBRUARY 22, 2017
Practitioners and pundits alike have long debated which metric is best for assessing the performance of a service organization. It’s not surprising that the metric figures prominently on a service rep’s scorecard. Why is average handle time such a bad metric for service?
Harvard Business
NOVEMBER 22, 2017
Why is one insurance company deep into an agile transformation while another is experimenting with it only at the edges of its business? For every company wrestling with evolutions in its strategy, success depends as much on matching the operating model to those evolutions as it does on the soundness of the strategy itself.
Harvard Business
JULY 19, 2016
These include improving data-mining operations, helping with training, and making structured, repeatable tasks and processes far more efficient and less costly. Enter ABIe (shorthand for the Allstate Business Insurance Expert), which my firm helped develop. The cost of simply expanding the call centers was prohibitive.
Harvard Business
JUNE 8, 2017
HDP is a third-party administrator with expertise in the development and management of travel surgery programs, providing strategic and operational management of this program. Administrative leaders experienced with their hospital’s operational network are needed when the necessary new care pathways and processes are disruptive.
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