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Award WINNERS-Global Excellence in Adaptive Case Management

The Workflow Management Coalition (WfMC) has announced the winners of the second annual Global Awards for Excellence in Adaptive Case Management (ACM).

A panel of 18 judges reviewed the submissions, and in June announced a number of gold and silver winners. The awards recognize user organizations that have excelled in implementing innovative adaptive case management (ACM) solutions. Below is a summary of each of the ACM Award winners and their corresponding categories. The awards are co-sponsored by the WfMC and KMWorld (kmworld.com).

Award Winners include:

UWV, a Dutch organization delivering employee benefits to citizens, has been using process management systems since 2001. The system was completely upgraded to a new version in early 2012 to improve the customer experience. According to the knowledge workers themselves, the new adaptive case management system offers them the possibility to live up to their customers' expectations. This submission was the favorite of the judges. Factors that stood out were the clear alignment with goals, focus on customer satisfaction and the demonstrable business benefit to the users. It offers a compelling example of how ACM supports a data-driven process, allowing caseworkers to redo finished activities and revert to a previous state, or skip an activity if deemed unnecessary.

Generali Hellas, one of the world's largest insurance and financial services companies, has implemented case management for its core business processes, including insurance applications and claims. It illustrates how ACM has made its case handling much more flexible. Notable benefits cited include both delivery of 24/7 access via Web and mobile, as well as gains in knowledge worker efficiency by automating repetitive tasks, while allowing the freedom to define execution sequence when needed. Demonstrated benefits centered on a 70 percent reduction in time to issue a policy. Policies are now created in two days rather than 10, enhancing the goal of increasing both customer satisfaction and agent loyalty.

Operating in India since 1853, HSBC Bank has steadily grown in reach and service offerings, keeping pace with the evolving banking and financial needs of its customers. HSBC Bank sought to automate its customer request management process in India. A distinguishing feature of this case study was the volume of 20,000 transactions that more than 3,000 users handled every day—with the ability to balance workloads and route customer requests based on the context of the inquiry and the skill set of the staff. The expectation is that all cases can be made repeatable processes rather than that every case is potentially different and managed accordingly.

This innovative case study combines ACM with artificial intelligence (AI) to generate processes able to continuously advise and adapt to patient circumstances and provide guidance to professionals while offering case tracking, as well as collaboration with other physicians and patients. It exists as an add-on to an existing electronic health record (EHR) system, and uses a knowledgebase to propose tailored drug treatments for cancer patients. So far it has demonstrated a "dramatic reduction of dosage errors, a cut of time by 25 percent and unprecedented higher awareness due to enhanced reporting capabilities."

Vision Service Plan (VSP) provides quality, cost-effective eye care benefits, products and services to eye care professionals, employers and more than 56 million members. This submission illustrates how ACM has played a critical role in helping VSP improve the quality of customer service, accuracy of information and compliance with government and industry regulations, while achieving significant cost savings—specifically more than  $700,000 in annual savings. A dashboard provides supervisors and management with visibility and access to active work. Examples of adaptability cited include allowing runtime addition of tasks of standard type to a case, each addition bringing in a corresponding specialized person as processor.  Judges cited the degree to which staff members at various levels were engaged, contributing significantly to the successful rollout.

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