Who to Engage and Why

Finance: This department writes the checks, so it needs to understand potential return on investment.

Information Technology: The CIO and IT directors need to understand how implementing such a system will impact their teams, as well as provide you with any parameters they’ve established for system security or compatibility.

Procurement: Without this group’s seal of approval, deals requiring substantial investment can often stall. Rather than view this department as an obstacle, value its ability to negotiate and maneuver through red tape. Find a way to collaborate so you can expedite a deal with the best possible vendor.

Legal: These folks will likely need to see the contract before you sign the dotted line. In addition, it often makes sense for them to be system users so they have access to information about potential or actual litigated claims.

End Users: Their feedback on a system’s usability and whether it’s helping them to do their work is invaluable. Their buy-in is also important if you want them to actually use the tool and not reject it as another system they’re being forced to learn and in their opinion, adds little value to their jobs.

Risk management and insurance software is a worthwhile investment for many organizations. Don’t let the hope of benefitting from such a system live and die with you. Engage the right stakeholders early and often to get your entire organization on board.

How to Engage

Getting your entire organization on board with investing in an RMIS and claims management system doesn’t stop with just knowing who to engage and why. You have to know how to engage with these folks to get the best end result—a software solution that helps to develop a cohesive risk profile across the organization.

Here are a few tips for engaging stakeholders in the RMIS purchase process.

Communicate early: Take time to understand other groups’ challenges and their possible objectives for such a system. If others feel like they helped to select it and its functionality, they will likely be more engaged and therefore, more apt to use the system and advocate its value once implemented.

Explain why it matters to you... and them: Clearly articulate the value such technology will bring to your group and the organization at large if it has the right capabilities to meet each group’s objectives. This is especially important for groups like procurement so you invest in the most appropriate tool and not just the cheapest tool.

Close the loop: Assign individuals from the different stakeholder groups tasks related to the selection and purchase process—whether it’s to test different systems’ features or get feedback from their colleagues on what would be useful. Make them accountable with deadlines and written feedback.

It’s important to remember that while you may be clear about an RMIS and claims management system's potential impact, other stakeholders in the organization will likely need to be convinced before giving their nod of approval. Your chances of evolving from a prospect to buyer will be greater if you understand how to engage the right people at the right time and why they are so critical to the process.

Learn more about how Origami Risk's RMIS and Claims Management product can help you develop a cohesive risk profile.

Successfully interacting with procurement

Today’s RMIS selection process often involves a depth of communication between procurement and purchasing departments, but processes that are dictated solely by these departments can often limit communication between risk management and potential vendors. Now you’re wondering, “Is it worth it?” Yes. Pick your chin up. It’s not so bad. Procurement is on your team. Just make sure it’s included in the starting lineup.

Here are some tips for successfully interacting with procurement when buying an RMIS:

• Ask Questions: Inquire about its process for bringing on a vendor, and respect the process. Going rogue will likely only create bumps in the road later on, potentially halting the entire purchase process and frustrating all parties.
• Do Your Homework: Map out how your organization functions relative to the exposures it faces. Get a handle on what’s truly causing the bottlenecks holding you back from seamless risk and claims management. Be clear on how an RMIS can be folded into those processes or vice versa.
• Educate: Communicate to procurement personnel the pain points both you and your organization experience when it comes to managing risks and claims, as well as the RMIS features and service model that will alleviate those pains. Explain that price isn’t everything.
• Be Persistent, But Helpful: Stay engaged with procurement throughout. Follow up if you notice the purchase process slowing down. See how you can help make their jobs easier, ultimately resulting in a better outcome—and the most appropriate system—for you and your organization

Don’t view procurement as an obstacle. It can actually be your greatest ally if you treat it as such. Procurement can relieve you from much of the heavy lifting that comes with signing on a new vendor. This frees up your time to focus on evolving processes to better manage risks and claims, as well as plan for future system implementation.