Generali Winner Generali Finalist
With Bizagi BPMS, Generali automated the most complex underwriting processes: 51 processes delivered in 4 countries in 5
About Generali
Generali CEE Holding comprises businesses in 14 countries and is among the most important insurance providers in Central and Eastern Europe. Prior to implementing Bizagi BPMS, most of its processes were paper-based, labor-intensive and prone to duplication.
Generali Group
Data centric system is a foundation for good case management, and this is what Bizagi BPMS does well. Martin Stepanek, Consultant, Generali
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Best practice:
  • Define your processes and workflows, then simplify and adapt them for smaller groups and subsidiaries
  • Implement standalone sub-processes when ad-hoc case management support is needed
  • Make the integrated data model your anchor for process success – as data can be shared across different processes
  • Involve business users in the whole BPM development cycle and in regular briefings to capture their feedback
  • Create a prototype, deliver it quickly – this is key to gaining stakeholder commitment and investment in BPM
  • Manage business complexity using an agile approach rather than traditional waterfall methodologies
  • Take advantage of BPMS' data virtualization and replication
  • Make time for regular user requirements and feedback sessions
  • Maximise reuse – Generali set to deliver subsequent business processes at just 10% of initial cost
Synopsis
Generali CEE Holding embarked on an organization-wide business transformation to significantly boost productivity and efficiency in the area of Corporate Risks underwriting.

Making the leap to automated and efficient processes and workflows has delivered immediate benefits. Bizagi's system architecture enables reuse, meaning multi-country, multi-language deployments become more effective with scale. The initial project cost saving was 60% when compared to other systems, expected to rise to 90%.
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Objectives:
  • Increase process control associated with policy documents produced within the Corporate Risks department
  • Make the leap from paper-based systems to automated and efficient workflows
  • Eliminate double data entry to improve accuracy and better use of resources
  • Deliver custom KPIs to allow member companies to measure financial factors
  • Ability to integrate with administration systems of other member companies
  • Deliver multi-company and multi-language BPM solution
  • Automate inter-company workflows (e.g. Loss Control Engineers, Reinsurance Specialists)
  • Enforce structured workflows for pricing, policy preparation and decision making
  • Deliver comprehensive case management
Achievements:
  • Underwriting time spent processing the most complex offers reduced by 50%
  • Insurance claims loss ratio projected to be reduced by amount between 2% to 5%
  • 38 automated processes fully operational in two member companies within 6 months
  • 60% cost savings compared to other systems; set to grow to 90% through reuse
  • Process audit fully automated enabling agility in response to changing regulation
  • Real-time brokers' snapshot of the current business portfolio
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