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Delivery Center Transition Nets Large Insurer High ROI, Strategic Partner

The Challenge

One large property and casualty insurer wanted to streamline highly complex work that spanned its contact center and back office for its commercial and personal insurance, claims and customer services. The company envisioned improving coordination between upstream and downstream processes to eliminate redundancies and reduce costs. To achieve this goal, the insurer’s optimization plan called for the implementation of a new managed services delivery center. The company turned to Cognizant to accelerate its solution, so it could be a springboard for new business value and outcomes.

Our Approach

Drawing on our P&C operations experience and deep global resources, Cognizant implemented the client’s new delivery center under an extremely aggressive timeframe. We transitioned 32 processes across five lines of business and achieved steady state operations three months ahead of schedule, supporting business and personal insurance as well as claims with a wide array of business process services.

Cognizant transformed the insurer’s contact center capabilities by developing a multichannel platform with differentiated services such as visual interactive voice response, self-service options and chatbots. We drew on our global clinical resources to support a wide variety of claims-related voice services, including a provider inquiry center and medical team assistant services. Cognizant's insurance technology solutions experts also developed an innovation strategy to help the client achieve its process transformation objectives. In line with this strategy and the client’s priorities, we delivered application value stream mapping, robotic process automation, business analytics and consulting.

Driving Savings and ROI With Digital Transformation

Cognizant’s robust, proven migration strategy, skilled resources and preprocess training enabled us to meet the insurer’s transition milestones and launch a fully operational delivery center in just 45 days, approximately 30% faster than scheduled. We continually seek synergies between IT and business processes across five lines of business to create more efficiencies for the client, seamlessly scaling to match seasonal volume without affecting operations. The company has achieved a 14% return on investment, with transformation initiatives covering 90% of its processes.



faster than planned launch of fully operational center


return on investment


of processes improved