Process Excellence and System Transformation for Insurance Companies… Independent and Objective Expertise

Transition from the As-Is to the To-Be Process Definition

One of the more challenging discussions any organization faces is surrounding the topic of transitioning from the As-Is State definition to the To-Be otherwise known as the End-State Definition. This discussion can be challenging for several reasons and there is a simple but effective method for helping to carry momentum across areas of uncertainty and throughout the change initiative. The To-Be State, unlike the As-Is State is unfamiliar territory for almost all of the participants you will engage, largely because it is dependent on a healthy dose of creation (i.e. the organization’s To-Be does not yet exist and will be unique in your case) and also because the detailed version of the To-Be Definition will need to be fashioned with the specific target software technology in mind.

Envisioning the future is not a comfortable exercise for many, especially those who are uncomfortable with change or who do not understand why change is necessary. Others might be eager for change, readily offering ideas, many of them good and relevant, but sometimes beyond the scope of the project charter. Balancing those reluctant to contribute with those eager is often a tricky task. Complicating factors like project timeline and pressure to make progress are to be expected too. Insurance724’s Transition Methodology balances the many forces at play to ensure progress is apparent and so good ideas are captured, and most importantly to ensure the best quality To-Be design is captured.


  1. Peter Kraynak

    Here are the ingredients for a solid transition from the current process state to a desired new process state…
    • Inputs include As-Is workflows and As-Is Narratives
    • Opportunities For Improvement (OFIs) regarding the As-Is environment
    • Critical To Quality (CTQ) attributes that the team thinks characterize the optimal Future State
    • Several Effectively Facilitated Team Sessions using the CTQs to Design the To-Be
    • Essential Inputs for designing the To-Be include the OFI Catalog, the CTQ Catalog, and the Best Practice Compendium
    • Transitional step outputs include the To-Be Workflow Definition, the matching To-Be Narratives, and first-cut system requirements

  2. Panelist - Operations Director

    There are usually organizational challenges, which need to be addressed in moving a project through this kind of activity.

    • Panelist - Business Analyst

      Yes but many of them work themselves out naturally… there is not always the need to react to things that come up, especially when they are HR position or role specific.

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