Category: Changing the Culture
The company embarked on a total reengineering of its operations: prospecting for customers, marketing materials, customer service and employees rewards were all in the mix. More than 750 of the 2,000 employees were involved in the effort. The goal was to provide prompt, effective customer service, and to use those customer contacts to quickly discover new customer needs and design insurance products to fill them.

As teams began to redesign operations, the COO acknowledged that the organization had been operating in silos with fierce competition among groups. They did not share valuable information about customers for fear that others would get credit for a sale. Multiple handoffs among marketing, creative, legal, and other departments prevented capitalizing on opportunities.

A culture assessment surfaced a critical finding: the belief that internal competition was healthy was preventing collaboration and the development of new products.