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Bizagi's process automation improved the leading bank’s NPS by 15% and made branch queues nine times shorter for 15,000 customers a day.
About Old Mutual
A FTSE 100 company with
over 16 million customers, Old Mutual is an international investment, savings, insurance and banking group and the largest insurer in South Africa. The decision to invest in BPM was part of an organization-wide business transformation program to accelerate a “step change shift” towards a customer centric operation.
We built a knowledge management team into Bizagi so now the agents can give a better level of service and we have reduced the training from three months to three days. Lorelei Jensen, head of Strategic Business Solutions
Best practice:
  • Avoid traditional implementation methods and consider an agile methodology, since it gets results fast.
  • Appoint strong management and a confident decision-maker for the BPM project
  • Implement procedures for change management before you embark on your pilot
  • Be mindful of the internal culture and raise internal awareness of BPM early on
Synopsis
Old Mutual embarked on a business transformation initiative with one aim: to put the customer first. The starting point was to reduce the customer waiting time across the branches and enable sales advisors to recommend relevant products or services. 

The bank automated and streamlined processes so that 50,000 documents are now managed by Bizagi every month. This covered wide-ranging services from funds withdrawals, loan applications through to reporting identity theft or initiating claims, resulting in a 15% increase in Net Promoter Score. Branch service was exponentially improved with queue times reduced nine times shorter and staff equipped with information to improve point of contact resolution by over 30%.
Objectives:
  • Accelerate delivery of a “360 customer view” across all channels for branch staff
  • Empower sales advisors to provide a consistent service and advice on the spot
  • Leverage customer insight and data analytics
  • Further improve retention and revenue from cross-sell and leads
  • Simplify technology and processes into a common service layer
  • Integrate with digital technologies to ensure communication is delivered through the media of customer’s choice (email, SMS, etc)
  • Take agile approach to development for continuous improvements and decrease resistance to change
Achievements:
  • NPS improved by 15%
  • Branch wait time for 15,000 customers a day reduced - queues nine times shorter
  • PoC resolution improved by over 30% as online systems enable bank staff to make quality decisions
  • 50,000 documents managed by Bizagi cases per month
  • Reduced number of escalations to the back-office related to incorrect customer data
  • Onboarding time reduced x10 to better serve customers and win more new business
  • Experienced front-desk advisors redeployed elsewhere as integrated systems support intelligent decision-making
  • 70 million Bizagi process activities a month
  • Consistent and improved customer experience across all channels
  • Delivery of key productivity tools such as leads management and underwriting rules

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