International change.
Operational detail.

Supporting international shared services transformation

An international insurance and professional-services group was developing its shared-services operation in India. The programme brought together activity from several business areas, including insurance administration, legal services and corporate support functions.

Each transition depended on the work being suitable for the receiving model and the organisation being ready to support it. Recruitment, technology, training and business approvals had to align with the activity in scope.

Our contribution

We worked as a project manager within Davies’ Neptune programme, including a defined assignment in the legal-services workstream. Our experience also included cross-functional work around insurance operations and HR readiness.

The work connected business requirements with the conditions needed to deliver the transition. This involved coordinating stakeholders, making dependencies visible, supporting governance and following up the decisions that affected mobilisation.

Turning the operating model into a delivery approach

The programme used structured activity analysis to identify the work that could move and the responsibilities that needed to remain. It connected that assessment to the future model, recruitment and technology requirements.

The transition approach brought training and supervised work into a defined sequence, followed by dual running and operational acceptance. Performance evidence and clear ownership helped determine when the receiving operation could take responsibility for the service.

Our role sat within this wider delivery structure, working alongside operational leaders, analysts and specialist teams.

Indicative scale and results

Our programme experience covered approximately 150 operational roles across international delivery arrangements. Indicative results included around 35% cost reduction and roughly 10% improvement in workflow efficiency.

These figures are approximate summaries of the programme experience. They describe the scale and outcomes of work delivered with the wider team.

What the experience brings to Leanpro

The practical value is an understanding of how shared-services change works across organisational boundaries. A viable proposal needs activity-level detail, a workable retained model and a transition that gives both the business and the receiving operation confidence in the handover.

Leanpro brings that experience to organisations assessing or delivering their own shared-services change.