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A global health services company needed to execute on its corporate promise to deliver affordability and convenience to its patients. However, the company discovered that there was a disconnect between that promise and intended delivery.
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Healthcare organizations are under growing pressure to meet compliance obligations, maintain profit margins, optimize the revenue cycle functions and reduce risk. Most risks in the healthcare industry are exacerbated by provider organizations performing a variety of services and having decentralized operations across multiple states — risks audit and compliance functions must address.
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Smaller firms can’t afford to be heavily dependent on technical consultants or bound to a portfolio of siloed applications that don’t provide the ability to track data. Recently, the visionary leader of a healthcare professional association freed her business from these dilemmas.
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A leading global property and casualty insurance provider set out to transform its risk controls as part of an ongoing effort to promote a culture of excellence. Siloed knowledge of operational risk and controls made it difficult for the organization to improve quality and compliance.
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This Florida-based organization has grown from a small community back to one of the state’s largest financial institutions.
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A global insurance company — like so many other businesses — had come to rely on a service provider in India for finance operations support. It had no plan to change that arrangement. Then COVID struck.
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Effecting transformational change on a global scale is challenging for any organization, in any environment. It is an even tougher hill to climb during a global pandemic. Yet, this didn’t stop one organization, a worldwide leader in providing cleaner, softer water through innovative, sustainable solutions, from successfully pursuing a major global finance and IT transformation in 2020.
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When an eagle-eyed finance executive noticed that his aerospace company’s third-party spend on goods and services had soared, he sought outside experts to help rein it in. The subsequent comprehensive assessment by Protiviti revealed an opportunity for the procurement department to reduce that spending by 10 to 20 percent.
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Companies experiencing rapid growth frequently find it difficult to scale their operations at a pace that fully supports the expanding business. For one healthcare company in particular, that task became even more challenging last year when a global pandemic ushered in remote working and further separated intensely data-centric functions that happened to be siloed in the first place.
