Claims Transformation at CGU

About CGU / IAG

CGU Insurance Limited is an Australian intermediary-based insurance company and forms part of Insurance Australia Group (IAG) and was formed through the global merger of Commercial Union plc and NZI’s parent company, General Accident plc. The global merger brought together two highly regarded insurers with almost 160 years of experience in Australia. The acronyms of those two insurers were melded together to form CGU which is subsequently no longer an acronym.

CGU Insurance sells its insurance products through a network of over 1,000 intermediaries, and more than 100 business partners. CGU employs over 4,000 employees located in over 75 branches and representative offices spread throughout Australia.

What was required

CGU Claims were undertaking a $180M transformation, replacing end of life Claims system, CRM, Contract Management and Document Management solution.  Due to the complexity of the solution, CGU engaged multiple vendors, with EY and PWC as key tier 1 consulting system integrators.

What we did

Accuteque was engaged to provide CGU with the confidence that the solution was fit for purpose and ready to be used in a productive state as the Quality Assurance and Implementation Management partner, governing across all other suppliers.

Accuteque was responsible for ensuring that the solutions being delivered met the quality standards of the program and were fit for use in a production and ongoing operational perspective.

As the Implementation Manager, the Accuteque Principal Consultant was responsible for reporting to the Steering Committee and Senior Executive on the overall performance of delivery and readiness for go-live.  This program was delivered in both a traditional waterfall delivery method for some aspects and SAFe for others.

As the primary assurance partner, Accuteque designed the framework and guardrails that would be followed to ensure that quality was incorporated into the overall delivery lifecycle.

The governance (assurance) guardrails that were established for the overall program were a hybrid of the two in order to ensure that the solution was implemented and met the ongoing operational needs of the business.

Weekly assurance reports were provided to the steering committee and Executive Sponsor to understand the risks to the program’s delivery and any residual risks that may need to be carried over to operations.  This helped the steering committee to make key decisions throughout the program and enabled a safe landing of the program into production.

This program was implemented on time and within the agreed budget.  During hypercare (warranty) there were minimal production issues and Claims were being processed in less than 30minutes.