Do you sometimes sit in the office or go home feeling drained from fire fighting or being pulled in several directions? We all experience pressure within business, there are times when services are in high demand, we have peaks and troughs during expansion and priorities shift within organisations as work travels through processes and departments are put under their own pressures and setbacks.
To give you an example, often businesses focus on capturing new leads and expanding their client base, putting a lot of their energy and focus into this area to ensure they remain ahead of competitors and get greater numbers through the door.
As we are two thirds through quarter one it is time to reflect on performance.Are you on track for achieving the commercial targets set? If you are then that’s great news and you should celebrate the team’s success.If you are not is it time for reflection as to why not? Were the targets set challenging, are you suffering with resource issues or are there other obstacles that need to be taken into consideration?
Regardless of which position you are in, attentions will shortly turn to Quarter two.Due to the many different departments within the motor claims industry some areas may be performing very strongly whilst others might be falling behind, the question is why?
As with any industry sector, the motor claims industry is full of challenges. In most cases we focus on the challenges from external sources such as other companies and customers we have to communicate with, should the real focus be on how to identify and overcome internal challenges?
What are my internal challenges?
Regardless of your position within an organisation we as individuals all face challenges; these come in many forms on a daily, weekly, monthly or quarterly basis and often the root cause is people and/or process.
For many companies one of the perennial questions and operational challenges is which part of the claims process to manage in house and which part to outsource.
For claims handling, the picture is complicated and dynamic. It is often based on the personal preference of a particular claims manager or CEO and the strategy can change as quickly as a name plate on an office door! By the very fact that the philosophy changes on a regular basis it means that the company concerned is unlikely to ever reach the optimum solution as it is in a constant state of implementing new processes.