Large Healthcare Firm Experiences Technology Modernization

A firm specializing in healthcare coordination of benefits, subrogation, payment support and care management streamlines their technology and data architecture

OVERVIEW

A large healthcare firm providing coordination of benefits, subrogation, payment support, and care management for private and public payers, had recent experienced growing pains after a series of acquisitions. Those acquisitions included inadequate software platforms and needlessly complex workflows and processes.

The client enlisted Saxony Partners to assess cost of ownership, and challenges around IT and project delivery.

THE PROJECT

The newly acquired companies expanded the client’s geographic footprint. That was good – but the physical separation between offices led to delays in communication and project delivery. The integration of new applications, business units, and platforms into the client’s existing technology infrastructure was creating inefficiencies and redundancies.

The team at Saxony began working on parallel paths – one for technology modernization, and another for IT and delivery optimization.

It was clear that the client’s technology infrastructure needed to be streamlined and updated. That process began with a thorough inventory of existing applications, their purpose, and their capabilities. Those applications were organized and categorized into groups. Each group was assessed, and a future state brief was created for each application. From there, the Saxony developed a roadmap with plans to address each of the applications and bring them into their future state.

At the same time, Saxony’s business consultants began working to solve the client’s IT and delivery challenges. Success from a technology standpoint depended in large part on the alignment of the client’s business goals the team that carries out those goals. The client needed one, clear, easy-to-adopt project management methodology.

The Saxony team introduced the proven principles associated with Lean and Agile. Agile allows companies to easily and continuously measure progress and adapt to change through collaboration, feedback, clear accountability. Lean is the foundation of Agile and is characterized by its laser-focus on eliminating waste and risk. These two game-changing philosophies made an immediate impact for the client, reducing inefficiencies and redundancies, and ensuring that all departments were aligned with business goals.

THE RESULTS

  • Agile and Lean methodologies were introduced at both the project and program levels, which facilitated closer engagement between business and IT/Delivery

  • Consolidation and modernization of technology architecture and applications resulted in the elimination of redundancies in data and processes

  • We introduced a new component-based User Interface strategy, emphasizing reusability, simpler code, and faster time to market

  • We launched an engagement hub internally that integrated UX/UI tools, libraries, and templates

  • The renewed focus on UX/UI revealed new and exciting data about the client’s customer journey

  • A new reference architecture was established with the validation and inclusion of the existing approved patterns within the company for the development of new technology

  • The modernization of technology sparked a “culture of analytics” within the company

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