Tekologik

This is the third and final installment in our series on Allstate’s case management software selection process. Allstate’s Lyn Scrine and i-Sight’s Ray Gerard teamed up to present on the process Allstate went through when selecting and implementing i-Sight Case Management Software. This article focuses on the outcome of the process and the results i-Sight has helped Allstate generate since implementing the system.

Allstate’s Solution and Results

Allstate currently uses i-sight as their case management vendor.  In choosing a case management software vendor, the company started the process by evaluating requests for proposals from about 10 or 12 vendors. From that group 5 were invited to to provide onsite demos of their products and Allstate selected the solution they felt best fit their needs. People included in the decision making process were HR professionals, corporate security, lawyers and IT. At Allstate, Lyn made it clear that specific access assignment was a major concern. The ability to assign a case or task to an investigator and their manager, then have it sent back once the task was completed was a requirement. Access controls help monitor who can see different types of information, meeting their confidentiality needs.

Lyn can now use the data collected to identify trends and respond to issues through employee training and communication to reduce future incidents. This also allows the company to reduce the opportunity for fraud, as schemes are identified and staff can be quickly notified. The quality of information gathered has improved significantly and due to case centralization, Lyn has access to all the information she needs- without having to chase it down. i-Sight will allow for workloads to be more evenly distributed, as case progress and closures are monitored and tracked in the system.  Read more... (666 words, estimated 2:40 mins reading time)

Computer Case, Management, Selecting, Software, Vendor

Commercial buyers of information technology products and services are locked into a self-defeating pattern of behavior when it comes to negotiating contract terms and conditions with technology vendors, and it is time to move on to a better approach. Better technology vendor negotiations produce better contracts for a technology project, and better contracts produce better project outcomes. So, break the mold and move on to a better way of negotiating contract terms and conditions for your next technology project.

Vendor Contracts – Timing Is Everything

Let us assume that by now you have done a lot of planning and information gathering for your proposed technology project, you have completed a vendor selection process, and now it is time to document your deal with your chosen vendor.

At this stage in the technology procurement process, the most common practice—indeed the almost-universal practice—is to distribute the vendor’s proposed contracts to your project team for review and comment. Then, as if by instinct, everyone starts looking for vendor bias in the contracts. No one has been given this specific directive. You simply assume and expect that everyone knows the drill. Folks on your project team begin striking certain biased provisions and scribbling notes about amending others. For sure, removing or limiting vendor bias in the contracts is a worthwhile exercise, but now is not the time to perform this exercise.

Light bulb on

 Read more... (1593 words, estimated 6:22 mins reading time)

Technology Breaking, Contracting, Mold, Technology, Vendor