A regional health payer’s, serving approximately 150,000 members, technology needs evolved significantly in recent years due to rapid growth, changing business needs, evolving member/provider expectations, regulatory requirements, and more stringent data security standards. Although the company made some sizeable investments to improve components of its technology, there continued to be gaps that needed to be prioritized and developed in a long-term, strategic manner.
The company’s technology limitations and constraints made it difficult to enter new markets or implement new capabilities, restricting its ability to expand its business. The company was in the midst of discussions with potential strategic partners and engaged DeWitt to develop a vision and plan for its future technology platform.
The client required results quickly. A tight two-month timeline needed members of the project team to hit the ground running. The team rapidly assessed the current state and uncovered the desired future state of the company’s strategy, applications, processes, and critical infrastructure components. This assessment enabled the team to identify opportunities and developed a prioritized roadmap for investments and for eliminating or replacing applications with low business and technical capabilities.
We leveraged additional assets to create a business case, conduct a Total Cost of Ownership analysis of the recommended future state technology environment, and develop an implementation roadmap to provide a path for delivering the new environment. Our strategic planning approach leveraged contextual understanding developed through learning the company’s conditions and needs.
The project team focused on targeted outcomes to consistently link priorities and findings, thereby ensuring alignment between the business case, roadmap, and the company’s needs.
DeWitt worked closely with senior leaders at the organization to ensure the vision and plan met the needs of the company’s future technology platform. The company is currently rolling out the new roadmap and has already reduced operational costs.
The creation of a viable vision and plan has quelled concerns with the company’s potential strategic partners. The company’s technology limitations and constraints, while some still existent, now have actionable remediation plans. Removing these constraints over time enables the company to enter new markets or implement new capabilities. As a result, the company is expanding its service offerings to gain additional market share.