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CIGNA Property and Casualty Reengineering (A)
內容大綱
Reengineering was introduced at CIGNA Corp. in 1988. CIGNA entered a second wave reengineering effort through a major project at CIGNA P&C, one of CIGNA's larger businesses. P&C was in financial crisis and as a result brought in a new executive team in 1991 to head the transformation effort. This case analyzes the phases of P&C transformation, P&C's business process redesign, their use of information technology in the form of client/server architecture to support the strategy, and the use of the balanced scorecard to drive transformation. Presents the progress of P&C's effort as of January 1995--marking the end of Phase I (analysis and design) and looking forward to Phase 2 (implementation).
涵蓋主題
- Personal growth and transformation
- Business process reengineering
- Employee privacy
- Cross-functional management
- Bankruptcy
- Information systems
- Product development
- Balanced scorecard
- Organizational development
- Project management
- IT management
- Information management
- Costing
- Crisis management
- Strategy execution
- Financial crisis
- Business growth
- Financial statements