In this webinar, I’ll provide guidance around choices you can make that impact your ability to meet your commitments with confidence.
You’ll learn how to predict the cycle time of work before it’s finished. I will also explain the basics of queuing theory, and the relationship between queue size, capacity utilization, and cycle times.
This is the final installment in a series of posts, in which we describe the trends disrupting the insurance industry – and how Lean can help incumbents survive and thrive amidst the disruption. If you missed the first two posts in this series, start reading here.
This is the second in a series of posts, in which we’ll describe the trends disrupting the insurance industry – and how Lean can help incumbents survive and thrive amidst the disruption. If you missed the first post in this series, read it here.
If there’s a word to define the insurance industry today, it’s disruption. Tech-enabled startups are entering the market unburdened by legacy systems or mindsets, and challenging even the largest insurance companies with innovative strategies, products, processes, and customer experiences.
Much like what the financial world has experienced in recent years, new regulations are emerging to govern shifts in the market. The rapid emergence and convergence of new technologies is constantly changing the rules of the game – both for insurers and the regulators that govern them – making compliance an evolving challenge.
In addition to these external factors, a disruptive new type of customer is entering the marketplace: The modern consumer is tech-savvy, informed, and demanding. They want an omni-channel experience and a broader set of solutions beyond insurance – to enhance their life, not just protect against liability. They expect a seamless harmonization of digital and physical touchpoints, just as they experience in their other personal and professional contexts. These customers are looking for value – and they are willing to shop around to find it.
To remain competitive in a volatile market, insurers need to rethink their business models to optimize for delivering customer value.
In this series of posts, we’ll describe the trends disrupting the insurance industry – and how Lean can help incumbents survive and thrive amidst the disruption.
Visualizing what you do now is largely regarded as one of the initial steps in a Kanban or Lean journey. Even starting with simple To Do, Doing, and Done lanes on a LeanKit board works wonders. People know what work is “happening” and the current status. They understand the flow of work and sequence of actions to get things done.
This transparency — one major outcome of visualizing work — is only the starting point though.
What most teams are really aiming for is speed. So the question becomes: What steps does a team need to take to go from simple visualization to continuous, speedy value delivery?
You’ve probably heard: Agile isn’t just for software development anymore. More and more organizations are embracing Agile practices enterprise-wide as a way to increase responsiveness and deliver value faster. Executives are looking to Agile — specifically, enterprise Agile planning — to fuel strategic, sustainable growth.
As Agile becomes more mainstream, there’s an emerging need for a tool that can meet the needs of every level and function of the modern enterprise — not just the IT organization.
The enterprise Agile planning tool of the future is equipped to facilitate coordination and collaboration between technical and business functions alike. It provides strategic visibility and insight across the entire value chain, empowering business leaders with the data-driven insights they need to make more informed decisions. It is lightweight, flexible, and fits your company’s evolving culture.
Read to learn the trends shaping the adoption of enterprise Agile, and what to consider when choosing a tool to enable your Agile transformation at scale.
Note from the editor: This article was originally published on TechBeacon.com.
We humans are optimistic creatures. We think we can finish things faster than we actually can, so we tend to say yes to requests that we should probably decline, or at least postpone.
We also tend to underestimate the number of disruptions that sidetrack us from finishing work on time. Before we know it, it’s 8:30 pm on a Sunday, and instead of spending time with our families, we’re working on that thing that’s due tomorrow at 9 am. Because we think we’ll be able to get requests done sooner, we set ourselves up for an unsustainable pace that leads us headlong into the pit of doom. We’re always falling behind instead of catching up.