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A large regional US-based insurance company decides to invest in digitalization, seeking to improve operational efficiency as well as the customer experience.
Reference 6575
Published 28 Jul 2020
Length 5 page(s)
Region North America
Industry Insurance
A large regional US-based insurance company decides to invest in digitalization, seeking to improve operational efficiency as well as the customer experience.
A large regional US-based insurance company decides to invest in digitalization, seeking to improve operational efficiency as well as the customer experience.
Reference 6575
Published 28 Jul 2020
Length 4 page(s)
Region North America
Industry Insurance
A large regional US-based insurance company decides to invest in digitalization, seeking to improve operational efficiency as well as the customer experience.
Digital transformations require foundations. Placing advanced technologies on top of poor organizational structures and processes is not likely to work. Digital transformation may involve long-term strategic and organizational development to create a solid foundation that can properly absorb and develop digital initiatives.
Reference 6484
Published 02 May 2019
Length 30 page(s)
Region Europe
Industry Financial Services, Insurance
Digital transformations require foundations. Placing advanced technologies on top of poor organizational structures and processes is not likely to work. Digital transformation may involve long-term strategic and organizational development to create a solid foundation that can properly absorb and develop digital initiatives.
This two-part case study describes the initial merger and cultural transformation of Aviva's Norwich Union (NUI) operation in the UK. It examines the complexities of integration that arose following a series of mergers that created NUI from 1998 to 2000. Case A describes how, after CGU Plc and Norwich Union joined forces to become NUI, top management's priority was to restore profits.
This two-part case study describes the initial merger and cultural transformation of Aviva's Norwich Union (NUI) operation in the UK. It examines the complexities of integration that arose following a series of mergers that created NUI from 1998 to 2000. Case A describes how, after CGU Plc and Norwich Union joined forces to become NUI, top management's priority was to restore profits.
This two-part case study describes the initial merger and cultural transformation of Aviva's Norwich Union (NUI) operation in the UK. It examines the complexities of integration that arose following a series of mergers that created NUI from 1998 to 2000. Case A describes how, after CGU Plc and Norwich Union joined forces to become NUI, top management's priority was to restore profits.
This two-part case study describes the initial merger and cultural transformation of Aviva's Norwich Union (NUI) operation in the UK. It examines the complexities of integration that arose following a series of mergers that created NUI from 1998 to 2000. Case A describes how, after CGU Plc and Norwich Union joined forces to become NUI, top management's priority was to restore profits.