can you design an image to represent a c
can you design an image to represent a current state view of a growing successful travel insurance business that has just finalised its strategic plan with strengths in customer net promoter scores, successful positive growth and trajectory, expanding presence in a new country, and well regarded leadership. areas of strain however include fast growth, loss of key capabilities with turn over in key roles, start up symptoms in some instances eg new areas to explore/unchartered territory etc, historically large growth in staff and getting on with the job, clear within function clarity and action however large opportunity to leverage scale and size such as cross team contributions and how that may work. Positive action mindset and outcomes driven, less eager to agree and action the immediate next steps with planning and broader, whole business integration. How work and resources are prioritised is a big area of opportunity which sits somewhat under governance. Decision making is another area that can be further advanced and the monitoring and assurance of such. Content is hard to locate - potentially how resources are organised is a missed opportunity such as accessing customer journey maps and the varying awareness and rating for specific content and resources. Cross over and duplication of tasks across resources was mentioned. its indicated that functions and how we organise ourselves is. big opportunity for efficiency and effectiveness. the people and culture function is also in its infancy, newly and currently being established. the business is described as traditional in many instances as to how it operates and was mentioned as being at times clunky and/or slow. the business needs to follow and adhere to very important risk and legislative requirements which play a key part when equally thinking and acting innovative and introducing change. the risk and legislative aspects also play a key part in guiding how some aspects fo the business must be run and require expertise which is currently strained, partnered with the new areas being explored in a market previously unexplored - IE Australia. There is often reference to the parent entity being an influencer and potential blocker - equally this was raised as a potential self-perceived limiting thought that may not be true. the executive team unanimously agrees thay there is room and great opportunity to be better aligned. example of better alignment referenced overlap in functions and purposes of structures and the opportunity for improved decision making and forums as a team. working together on how the strategic plan will be implemented through TOM and the various aspects was referenced. review of the organisations assets identified that similar insights were previously identified though it is unsure as to whether these were actioned or progressed. this leaves a question to loop back into governance and how prioritisation is set, decided and monitored - including aligned resourcing an budget. another risk raised was the collective tenure of the executive team as it is low compared to other organisations and that historically. further more the CEO transition situations by nature will bare an impact on a range of aspects relating to the model. Staff are change fatigued/potentially sensitive of the large amount of change that has happened over the recent times – one of those being the CEO change announcement. The current state was also described as being young and needing key foundations and critical components yet at the same time we are expected to build for the future and aim for very high and ambitious aspects. The business has created energy and momentum with the launch of the leadership recent workshop. The business is looking to raise it profits and sales quite inspirationally. The business’s operating expenses are too high. There needs to be some saving in operational areas. Deliberate planning and action does not happen. Most actions and activities have been reactionary. Eliminate waste, identify efficiencies and reduce cost and time. Recruitment and hiring decisions are not structured, costly, not governed. Short term actions – costly. Opportunity for longer term commitment in current actions.
