by clicking the arrows at the side of the page, or by using the toolbar.
by clicking anywhere on the page.
by dragging the page around when zoomed in.
by clicking anywhere on the page when zoomed in.
web sites or send emails by clicking on hyperlinks.
Email this page to a friend
Search this issue
Index - jump to page or section
Archive - view past issues
Project Manager : Project Manager Oct Nov 2012
www.aipm.com.au Project Manager 19 hen Bupa embarked on a project to retire well-known healthcare brands HBA, MBF and Mutual Community, and launch a single national brand, the organisation was taking on the biggest brand project the Australian healthcare sector has seen. The careful project management that was essential for success has been recognised industry-wide, taking out National Project of the Year and Victorian Project of the Year at this year's AIPM Project Management Acheivement Awards. At the same time as the brand project, Bupa launched a new website and new customer promise, with the aim of long- term market share growth. The project was the final stage in the integration of the businesses after the 2009 merger with MBF, and part of a bigger move to provide a national and more diversified suite of healthcare services. “Our ambition was to become Australia’s favourite healthcare company,” says Bupa’s director of group development and project owner Mark Engel. “ We needed to be operationally excellent and customer centric, and attract and retain great people.” As the ad says, the aim was to help consumers ‘find a healthier you’. “ We created a promise to become our customers’ healthcare partner, so we needed to change the way we operated and simplify the way we did business with customers, which was complicated under three different brands,” Engel adds. A key part of the process was also making sure it could keep health insurance affordable; the business could realise marketing efficiencies and reduce costs by moving to one brand from a complex brand structure. The re-brand also enabled Bupa to deliver better health services and draw on its international experience. The success of the project hinged on one thing: making sure the stakeholders had the right values, cultures and behaviours to undertake such a major change program. “It was about creating the right environment for people to take significant risks and to make the changes,” says Engel. Key lessons Changing a brand and a proposition is a big program of work. “It requires an exceptional change management skill set and methodology, and we had that.” Taking the time to get every detail right is a key difference between this and other projects Bupa’s team has tackled before. “During the merger and integration we completed over the past few years our catch cry was ‘pace over perfection’,” says Engels. “But for the brand change it was perfection over pace. So that was the methodology. We had to get the details right to deliver long-term value with this change, which is what made the program so complex . We also delayed the launch date a couple of times for that reason because we had to get it right - and we did,” he explains. ( W PROJECT MANAGEMENT ACHIEVEMENT AWARDS 2012
Project Manager Aug Sept 2012
Project Manager Dec Jan 2013