Tim WoodgettHead of Project Delivery

Transitioning from Project to Change

Management

A little bit about Liberty Specialty Markets

We get it.

Insurance doesn’t have the most exciting reputation.

But we’re not a typical Insurance company…

Over the years we’ve covered all kinds of policies. Many we’re very proud of.

Here's a few of the quirkier ones.

We’ve worked with celebrities...

Famous Athletes…

And yes, Alien Abduction…

Liberty Specialty

Markets $5,194Premium combined

(gross written premium 2017)

m

$2,037London & Global Products

m

$1,323International

m

$1,832LMRe

m

1,700+Employees Globally

700+Employees in London

50+Change team

projects in 2019

We are a global organisation

UKBristol

London

Manchester

EuropeCologne

Dublin

Hamburg

Luxembourg

Madrid

Milan

Paris

The Hague

Zurich

USBoston

Miami

New York

Stamford

Rest of the WorldBeijing

Bermuda

Bogota

Dubai

Hong Kong

Rio De Janeiro

Sao Paulo

Shanghai

Singapore

Sydney

Tokyo

Toronto

Over the years LSM’s Change Team evolved to meet the needs of the business…

Business Analyst Team Formed

(LSML)

2007

Syndicate PMO formed(LSML)

2009

Programme Management discipline formalised(LSML)

2011

BA’s, PMO & PM’s brought together under Business Change Team structure(LSML)

2011

Continuous Improvements Team formed(LSML)

2013

Agile project capability established(LSM)

2016

Strategic Change Team formed(LSM)

2017 Change Management & Creative Design Capability introduced(LSM)

2018

External Change Consultancies engaged

to accelerate capability enhancements

We were doing well,

but we needed to do more…

What we’re

doing right?

What we need

to do better…

Our talented and

diverse teams

Our reputation within

the business

Our track record for

‘getting stuff done’

Senior leader

engagement

Behavioural and

cultural change

Understanding the

Change Landscape

1

2

3

1

2

3

Why is change management so

important?

In today’s marketplace the need

for frequent and on-going

change to maintain a businesses’

competitive advantage is essential.

Change maturity.

For years we focused on the process of implementing

projects, we didn’t focus on the value of generating

cultural and behavioural change. Without it, projects

aren’t delivering any value.

But now we understand how change needs to

ideologically become a constant process that

each employee actively engages with, not a terrifying

initiative that one merely attempts to ‘survive’.

First steps

Seek consultancy

assistance

Deliver tailored change

management training

Asked all PMs to take

on change management

responsibilities

Delivered Sponsor and

SME Change training

What were the major roadblocks & hurdles that we faced?

TIME

3rd Change

Challenge 1: Change saturation & overload

1st Change

EF

FIC

IEN

CY

2nd Change

Over load!

Resource Capacity Tool

Response 1: Resource Capacity Tool

Resource Capacity Tool

Team Staff Jan-19 Feb-19 Mar-19 Apr-19 May-19 Jun-19 Jul-19

London_Group Counsel_Internal Audit 9 0.6% 0.6% 0.6% 0.6% 0.6% 0.6%

London_Group Counsel_Legal 10 10.0% 10.0% 8.0% 5.1% 5.1% 5.0% 1.6%

London_HR 23 22.7% 24.2% 22.7% 25.3% 26.2% 20.0% 17.2%

London_HR_Student 9

London_IT 11 112.6% 110.5% 104.9% 105.9% 108.6% 105.5% 103.6%

London_IT_Claims and Finance 11

London_IT_Desktop Infrastructure 18 6.8% 6.9% 7.1% 7.4% 9.0% 8.3% 8.1%

London_IT_Underwriting 18 0.8% 0.8% 0.8% 0.8% 0.8%

London_Ops_Claims 5 13.5% 21.5% 20.5% 18.5% 18.5% 18.5% 17.5%

London_Ops_Claims Commercial 26

London_Ops_Claims Ops 8 25.0% 17.5% 12.8% 12.8% 11.3% 10.0% 10.0%

London_Ops_Claims Reinsurance 10

London_Ops_Claims Specialty 20 1.0% 1.0% 1.0% 1.0% 1.0% 1.0%

London_Ops_COO 3 14.2% 14.2% 14.2% 10.8% 10.8% 10.8% 10.8%

London_Ops_Delegation Authority 10 2.5% 2.5% 2.5% 1.5% 1.5% 1.5% 1.0%

London_Ops_Infrastructure 9

London_Ops_LPI 4

London_Ops_MI 33 17.2% 17.3% 15.9% 15.5% 15.8% 15.8% 15.8%

London_Ops_Business Support_UW 39 16.9% 15.6% 12.3% 11.8% 11.8% 11.4% 11.4%

Challenge 2: Change Management responsibilities

Old Team Structure

Project

Manager

Technical

Experts

Subject Matter

Experts

Business

Managers

Project Expertise

(BA, PMO)

New Team Structure

Project & Change

Manager

Technical

Experts

Subject Matter

Experts

Business

Managers

Project Expertise

(BA, PMO)

Response 2: Change Management approach

What we

discovered

What we

are doing

► Not every PM is necessarily

a natural change manager and

already have very busy day jobs

► The business were not

sufficiently aware of change

and found it hard to engage

► We didn’t spend enough time

trying to change our own

behaviours

► Change process and tools

required further embedding

► Develop standalone Change

Managers and add as a distinct

skillset to the Project Team

► Develop greater awareness of

the importance of CM within the

business

► Recognise that change agents

within the business are required.

Future team structure

Project Manager

Project Team Change Manager

Technical Experts Subject Matter Experts

Sponsors were continuing to not act as strong leaders. But why?

Challenge 3: Leadership & Sponsorship

Response 2: Change Management approach

What are we doing?

Changing the culture from

‘Business as Usual’ to

‘Change as Usual’

Continuing Challenges

Thank you& questions