Let's set the record straight. I am not opposed to change. As a matter of fact, I'm a huge proponent of CHANGE FOR THE BETTER. But that's not what is happening here.
Engineers think they are the smartest people in the world and you can't tell them they are wrong, but they pay a boatload of money to MacKinsey to turn a great place to work into a software development rat race. This firm comes in and because a few buzzwords were thrown around. Agile. "ooh we want that.. it's like a shiny new toy!" Change Management. "we don't know what that means, but it sounds good so sign us up for one of those too!"
The problems that we had 5 years ago that prompted this change all stemmed from the 2nd floor/IT department, and now all you have done - is gone and empowered them. Doubled their staff. Gave them couches and squeaky dog toys. What you should've done 2 years ago was outsourced the whole lot of them, and used the headcount in underwriting, training and marketing.
The product is a policy, not software.
Yes there are tools and systems needed to validate and help generate the policy, but what happened to good old fashioned know how. To return to profitability, maybe you should focus on educating some of the people that are making mistakes in the field.
