Coordinating IT integration across two insurers.

Client context

The business context.

An insurance group was combining two non-life insurers after earlier consolidation elsewhere in the business. IT had to provide the systems and infrastructure for the business merger while also bringing together two previously independent technology organizations.

Organizational responsibilities and leadership arrangements were still evolving. The integration needed a common way to prioritize projects, assess resource availability and coordinate releases, while management worked through the future organization and sourcing model.

The work

How the engagement was delivered.

• Create a shared view of delivery

  Ran the project office and established reporting and control across the IT project portfolio, making progress, capacity and dependencies visible to management.

• Shape the combined IT organization

  Designed the target organization and supported the redesign and negotiation of the outsourcing arrangement.

• Coordinate releases and working practices

  Developed an integrated release plan, aligned related projects and supported communication of the common delivery process to employees.

What changed

Clearer coordination during organizational change.

The work improved management visibility into resource availability and project feasibility. A shared release plan and delivery process supported coordination across the merger, while organizational and outsourcing decisions were addressed alongside the technical work.