"Over quite a long period OCP have provided me with outcome-focused project management teams that delivered business results through processes and people. I like their style. We tend to use them for process engineering or for project management, for example, acquisitions where we have a clear goal and they help us to deliver. They have an eye for detail and come up with practical solutions that are relevant to our business and work on a day to day basis."
Malcolm Berryman, formerly Chief Executive, Liverpool Victoria Group

Liverpool Victoria (LV) has established itself as a niche player leveraging its position as a mutual friendly society. Its ability to forge strong links with affinity partners has enabled it to offer a range of general insurance, banking and life products to its members. OCP has carried out several assignments with LV, including integrating acquired businesses (eg Landmark) and reducing overhead costs.

Outsourcing business services

We helped Liverpool Victoria to improve the performance of its People and Business Services function through outsourcing. This function comprises IT operations and IT development, human resources, facilities management and procurement. Our consultancy contribution involved:

• investigating current performance levels, using interviews, workshops and a questionnaire survey with internal service providers and users;
• comparing service performance with external benchmarks to identify the scope of improvement;
• advising on the potential benefits, and risks, for LV of outsourcing;
• building commitment amongst staff, managers and directors of the need for a total outsourcing solution;
• identifying possible providers of services and pre-qualifying them;
• preparing a Request for Proposals that specified future service requirements
• managing the tendering and selection process;
• managing the transition to new service providers.

Liverpool Victoria implemented an innovative approach that created a service centre, in partnership with third parties and with shared investment, risk and reward. A major IT services provider was contracted to manage the service centre and provide all IT services, whilst also managing specialist HR administration and facilities providers.

Transforming the customer contact division

We enabled the business to meet its escalating goals for quality and service delivered to customers whilst realising a substantial improvement in efficiency. Our support included:

• providing the framework, approach and tools for a comprehensive analysis of the underlying performance factors;
• working with a joint consultant/client project team to ensure engagement at every level of the organisation;
• supplying the best practice model for pilot operating teams to test and develop into a robust and suitable solution for the specific client context;
• construction of the programme of projects designed to achieve the necessary transformation;
• overall programme management of the implementation programme; and
• leading implementation teams on business process redesign and management process design.

To illustrate the range of OCP’s contribution in this programme, we provided:

Training for managers . We conducted simulation based training (a 5 day programme) for around 200 front line managers.

Supporting implementation through HR. We helped the client to introduce a new management selection process to target development efforts on their key operational managers.

New software tools . We provided coaching and software tools for forecasting and planning.

The analysis and solution-testing phase was completed within 3 months. The organisational changes were achieved within a further 3 months. A year later the results included a productivity improvement of 40%, a 30% rise in sales conversion rates and a halving of the staff attrition rate.

Re-organising around customer segments

Following a strategic review led by the chief executive, LV defined those customer segments where it would focus its attention. Subsequently the business decided to re-organise around those segments so that from top to bottom its people would build expertise in delivering the right service to each group of customers. OCP was asked to work with an in-house project team to effect the re-organisation of the 1,000 person Membership Services function around four customer segments. That project was completed four weeks ahead of target without disruption to its customers and with minimal stress for its people.

Outsourcing life and pensions administration

OCP acted as programme manager for the outsourcing of life and pensions administration to a third party service provider. The role involved liaising with lawyers and other advisers and supporting the LV management team during negotiations.