Portfolio management at Helsana

Profitability, cost recovery, and great customer satisfaction are important strategic building blocks for today’s companies, especially in uncertain times. Only through continuous optimization and improvement can insurance companies offer occupational health services at attractive rates. In order to completely honor its value proposition and also operate economically, Helsana’s management set out to pursue these goals in the area of corporate business as well.

A central component of the optimization strategy was, among other things, a data-based control cockpit, one that provides employees in various business units with an operational, easy-to-use tool. With the new control cockpit, employees can analyze, understand, and if necessary, modify contracts, customers, and regions from various data-technical perspectives using uniform KPIs. In order to achieve these goals in an agile and optimal manner, valantic  worked with the customer to design and develop an analytical front-end based on MicroStrategy.

Helsana’s primary objectives were to increase transparency, profitability, and customer satisfaction. The new single source of truth (central control cockpit) played a key strategic role in achieving these goals. The central control cockpit bundles and visualizes all relevant information for the various business units and makes it intuitively accessible. Each business unit is supposed to receive the exact information it needs to successfully complete its tasks, and this in real time, if possible. “We offer our corporate customers a comprehensive solution for occupational health. We must honor this value proposition completely, and at all times. At the same time, as Helsana, we also want to be well-positioned so that we can work efficiently, effectively, and cost-effectively,” says Lui Maksimovic, head of quotation management for corporate business at Helsana.

One of the challenges was to gain transparency with regard to the profitability of the corporate business portfolio and to optimize management of customer segments. The old solution could no longer meet the requirements for portfolio management for active control and management. “Reporting on more than 16 million data records with 80 attributes and 15 metrics presents the software and developer with challenges that we were lucky enough to solve,” explains David Mandl, principal consultant at valantic Business Analytics Swiss AG.

The initial task was for the project management and product owner to coordinate, consolidate, and prepare the requirements. The hybrid, agile process model provided a sprint interval of two weeks, during which new developments were presented as part of sprint reviews, new “action items” were identified as part of the retrospectives, and the next sprint was planned. This way, it was possible to take account of new priorities at short notice.