The Principal insures a better future by reengineering its Individual Insurance Department

Article Abstract:

The Principal Financial Group Inc decided to reengineer its Individual Insurance operation in an effort to guarantee future success. The company realized that there was a need to become more responsive to customers and more resourceful at solving problems. Employees were organized into participation teams and trained in team skills and work redesign concepts. Communication between management and workers was considered crucial to the process which helped clarify the operating principles of the organization. The greatest impact was on the organizational structure, job design and corporate culture.

Life insurance, Accident and health insurance, Evaluation, Insurance industry, Life insurance industry, Corporate culture, Company Profile, Participatory management, Principal Mutual Life Insurance Co.

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New England Telephone opens customer service lines to change

Article Abstract:

The poor reputation and customer service quality of New England Telephone Company's Interexchange Customer Service Center (ICSC) prompted a reengineering of its operations. ICSC implemented a three-phased organization change that shifted customer accountability from a district entity to a single person. Employee training improved customer relations and company profitability because of the increase in work effectiveness and employee job satisfaction. The shift from job-centered to client-focused administration served to make ICSC an award-winning division of New England Telephone.

Telephone communications, exc. radio, Telecommunications services industry, Telecommunications industry, Customer service, New England Telephone and Telegraph Co.

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Reengineering commercial loan servicing at First Chicago

Article Abstract:

The First National Bank of Chicago developed a client-centered strategy that involved 'relationship management' in its commercial lean services. A thorough assessment of the commercial bank's operations was used as a basis for determining the extent and direction of reengineering. This involved redesigning jobs and bank functions that would enable clients to perceive the service as a one-stop shopping for their requirements. New technology that would improve the efficiency of the bank was also considered.

National commercial banks, Banking industry, Commercial loans, First National Bank of Chicago (Chicago, Illinois)

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