Business<\/h5>\nMeet Your Problem Solver<\/strong><\/h3>\n![\"Carlos](\"https:\/\/centricconsulting.com\/wp-content\/uploads\/2023\/05\/Carlos-Vazquez-Headshot-150x150.jpg\")
<\/a><\/p>\nCarlos Vazquez | Senior Consultant, Boston Team | Business Process Improvement<\/h3>\nTHE BUSINESS PROBLEM<\/h4>\n
One of the most common issues I see facing clients is that they are unaware of the intricacies or details of the processes they oversee. For example, in a lot of processes that I\u2019ve come across, things are not documented at all, or the information is sparse or outdated. People also develop their own ways of doing things, which means things get lost in translation. This lack of standardization and transparency is across the board, which is why it\u2019s so important to solidify processes.<\/strong><\/p>\nWhen it comes to financial services in particular, companies often set aside the role of technology because it requires a large capital investment. Large institutions that have been around for hundreds of years are hesitant to make that significant investment, but plenty of small players are happy to do so. And as a result, they play an active role in disrupting the industry. Technology has always impacted financial services, and it continues to do so.<\/p>\n
OUR INSIGHT<\/h4>\n
The first thing we do to help our clients is to have a conversation with the people involved in these processes daily. They have the most exposure to the processes, the ins and outs and the challenges.<\/p>\n
We serve as a medium to relay those concerns to leadership or project sponsors. We put together process maps to detail to leadership what each process looks like from a granular level to a more organizational level. There is a huge benefit in gaining a clear picture of what their processes are like, what problems people are facing, and any opportunities that can benefit that process or the organization on a wider scale.<\/strong><\/p>\nWhile many clients may have similar problems, the reasons for these issues may differ because of a company\u2019s structure or how its leadership approaches problems. That\u2019s why it\u2019s important to build relationships within these organizations to get to the root cause.<\/p>\n
Technology<\/h5>\nMeet Your Problem Solver<\/strong><\/h3>\n![\"Arindam](\"https:\/\/centricconsulting.com\/wp-content\/uploads\/2023\/05\/Arindam-Pal-Headshot-150x150.jpg\")
<\/a><\/p>\nArindam Pal | Senior Manager, Boston Team | Technology Solutions<\/h3>\nTHE BUSINESS PROBLEM<\/h4>\n
One of the things the feedback we receive shows is that most mid-tier clients are experiencing a lack of infrastructure or a lack of planning.<\/p>\n
For example, a healthcare client may be building out an intense software development plan but has not considered how a new rollout will impact the lives of their patients and caregivers. In the healthcare space, there are also a lot of government regulations to consider. Our clients know a lot about the business area, but when it comes to planning around technology<\/a>, there are numerous gaps.<\/p>\nWhen third parties are involved \u2014 such as when they need other vendors to build on top of previous technology \u2014 or they face unique challenges like changing regulations, it\u2019s often not easy for clients to react to them.<\/p>\n
In a typical work scenario, a business may run like clockwork, but when you add these changes, it can create problem areas in multiple layers, making it difficult to get to the root cause.<\/strong> For example, the Centers for Medicaid Services (CMS) may create a new regulation that forces companies to modernize the platform for electronic visit verification that caregivers have, but there is a lot of technology involved. The client may struggle to understand where it will go and how it will work with other systems.<\/p>\nOUR INSIGHT<\/h4>\n
Centric is extremely talented at bridging the gap between business ideas and pure technology development. We start with an assessment to understand the landscape, identifying major players \u2014 not only our clients but whatever external entities are present.<\/p>\n
In the case of healthcare, for example, that could include state government or CMS. We gain an understanding of who does what through rapid-fire interviews with clients and stakeholders that happen over the course of a few workshops so we can create an assessment from many different dimensions. Then, we create a scorecard as a measure we build upon from a technology standpoint, while other Centric teams build out a capability matrix to see where the gaps are.<\/p>\n
We understand that technology is only one component \u2014 many other issues are also happening. Working together, we create a delivery plan based on the client\u2019s timeline, working backward to schedule everything to execute the plan to meet that deadline.<\/strong><\/p>\nPeople<\/h5>\nMeet Your Problem Solver<\/strong><\/h3>\n![\"Amanda](\"https:\/\/centricconsulting.com\/wp-content\/uploads\/2023\/05\/Amanda-Lettiere-Headshot-150x150.png\")
<\/a><\/p>\nAmanda Lettiere | Senior Consultant, Boston Team | Operational Excellence<\/a><\/h3>\nTHE BUSINESS PROBLEM<\/h4>\n
I believe being transparent is one of our clients’ biggest challenges. Within a company, there is usually a lot of anecdotal evidence about what is broken or working well. But, no one has documented how the processes flow, where the pain points are, or taken advantage of any resources or subject matter experts to give them insight. A documented baseline is missing.<\/p>\n
It is often mind-blowing for our clients once they understand the complexity of these problems. For example, different groups within the business may be experiencing the same pain points, but because they are not communicating with each other across teams, they are totally unaware that each is having the same issues.<\/strong><\/p>\nWhen facing a change in how business is done \u2014 for example, employees moving to a hybrid, flexible work environment \u2014 they need to fully understand the challenges on the horizon to stay ahead of the curve.<\/p>\n
OUR INSIGHT<\/h4>\n
Simply having a conversation with an organization\u2019s people can help us shape the problem<\/a>.<\/strong> We\u2019re extremely good at taking in a ton of information, simplifying it, and visualizing it in a way best absorbed by clients. We do one-on-one interviews with folks with a low-touch approach through video interviews or in short time slots so as not to take up too much of our clients\u2019 time. Then we put this information into a process map or visual tool to present our findings. We adapt our approach to work best for each client.<\/p>\nIndustry<\/h5>\nMeet Your Problem Solver<\/strong><\/h3>\n![\"Gabe](\"https:\/\/centricconsulting.com\/wp-content\/uploads\/2023\/05\/Gabe-Lee-Headshot-150x150.png\")
<\/a><\/p>\nGabe Lee | Manager, Boston Team | Operational Excellence, Financial Services<\/a><\/h3>\nTHE BUSINESS PROBLEM<\/h4>\n
One of the most common issues I see facing clients is that they are unaware of the intricacies or details of the processes they oversee. For example, in a lot of processes that I\u2019ve come across, things are not documented at all, or the information is sparse or outdated. People also develop their own ways of doing things, which means things get lost in translation. This lack of standardization and transparency is across the board, which is why it\u2019s so important to solidify processes.<\/strong><\/p>\n When it comes to financial services in particular, companies often set aside the role of technology because it requires a large capital investment. Large institutions that have been around for hundreds of years are hesitant to make that significant investment, but plenty of small players are happy to do so. And as a result, they play an active role in disrupting the industry. Technology has always impacted financial services, and it continues to do so.<\/p>\n The first thing we do to help our clients is to have a conversation with the people involved in these processes daily. They have the most exposure to the processes, the ins and outs and the challenges.<\/p>\n We serve as a medium to relay those concerns to leadership or project sponsors. We put together process maps to detail to leadership what each process looks like from a granular level to a more organizational level. There is a huge benefit in gaining a clear picture of what their processes are like, what problems people are facing, and any opportunities that can benefit that process or the organization on a wider scale.<\/strong><\/p>\n While many clients may have similar problems, the reasons for these issues may differ because of a company\u2019s structure or how its leadership approaches problems. That\u2019s why it\u2019s important to build relationships within these organizations to get to the root cause.<\/p>\n One of the things the feedback we receive shows is that most mid-tier clients are experiencing a lack of infrastructure or a lack of planning.<\/p>\n For example, a healthcare client may be building out an intense software development plan but has not considered how a new rollout will impact the lives of their patients and caregivers. In the healthcare space, there are also a lot of government regulations to consider. Our clients know a lot about the business area, but when it comes to planning around technology<\/a>, there are numerous gaps.<\/p>\n When third parties are involved \u2014 such as when they need other vendors to build on top of previous technology \u2014 or they face unique challenges like changing regulations, it\u2019s often not easy for clients to react to them.<\/p>\n In a typical work scenario, a business may run like clockwork, but when you add these changes, it can create problem areas in multiple layers, making it difficult to get to the root cause.<\/strong> For example, the Centers for Medicaid Services (CMS) may create a new regulation that forces companies to modernize the platform for electronic visit verification that caregivers have, but there is a lot of technology involved. The client may struggle to understand where it will go and how it will work with other systems.<\/p>\n Centric is extremely talented at bridging the gap between business ideas and pure technology development. We start with an assessment to understand the landscape, identifying major players \u2014 not only our clients but whatever external entities are present.<\/p>\n In the case of healthcare, for example, that could include state government or CMS. We gain an understanding of who does what through rapid-fire interviews with clients and stakeholders that happen over the course of a few workshops so we can create an assessment from many different dimensions. Then, we create a scorecard as a measure we build upon from a technology standpoint, while other Centric teams build out a capability matrix to see where the gaps are.<\/p>\n We understand that technology is only one component \u2014 many other issues are also happening. Working together, we create a delivery plan based on the client\u2019s timeline, working backward to schedule everything to execute the plan to meet that deadline.<\/strong><\/p>\n I believe being transparent is one of our clients’ biggest challenges. Within a company, there is usually a lot of anecdotal evidence about what is broken or working well. But, no one has documented how the processes flow, where the pain points are, or taken advantage of any resources or subject matter experts to give them insight. A documented baseline is missing.<\/p>\n It is often mind-blowing for our clients once they understand the complexity of these problems. For example, different groups within the business may be experiencing the same pain points, but because they are not communicating with each other across teams, they are totally unaware that each is having the same issues.<\/strong><\/p>\n When facing a change in how business is done \u2014 for example, employees moving to a hybrid, flexible work environment \u2014 they need to fully understand the challenges on the horizon to stay ahead of the curve.<\/p>\n Simply having a conversation with an organization\u2019s people can help us shape the problem<\/a>.<\/strong> We\u2019re extremely good at taking in a ton of information, simplifying it, and visualizing it in a way best absorbed by clients. We do one-on-one interviews with folks with a low-touch approach through video interviews or in short time slots so as not to take up too much of our clients\u2019 time. Then we put this information into a process map or visual tool to present our findings. We adapt our approach to work best for each client.<\/p>\n<\/a><\/p>\nCarlos Vazquez | Senior Consultant, Boston Team | Business Process Improvement<\/h3>\n
THE BUSINESS PROBLEM<\/h4>\n
OUR INSIGHT<\/h4>\n
Technology<\/h5>\n
Meet Your Problem Solver<\/strong><\/h3>\n
<\/a><\/p>\nArindam Pal | Senior Manager, Boston Team | Technology Solutions<\/h3>\n
THE BUSINESS PROBLEM<\/h4>\n
OUR INSIGHT<\/h4>\n
People<\/h5>\n
Meet Your Problem Solver<\/strong><\/h3>\n
<\/a><\/p>\nAmanda Lettiere | Senior Consultant, Boston Team | Operational Excellence<\/a><\/h3>\n
THE BUSINESS PROBLEM<\/h4>\n
OUR INSIGHT<\/h4>\n
Industry<\/h5>\n
Meet Your Problem Solver<\/strong><\/h3>\n
<\/a><\/p>\nGabe Lee | Manager, Boston Team | Operational Excellence, Financial Services<\/a><\/h3>\n
THE BUSINESS PROBLEM<\/h4>\n