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Authors: Robin J Ely
Published by: Harvard Business Publishing
Originally published in: 2002
Version: 22 September 2003
Length: 17 pages
Data source: Field research

Abstract

Describes a major organizational transformation process at John Hancock Financial Services in which CEO Stephen Brown takes a series of measured steps to turn the old-line mutual insurance company into a competitive, performance-oriented financial services firm. At the end of the case, Brown is considering whether to take the company public. Raises question of leadership, alignment, and culture change.

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Abstract

Describes a major organizational transformation process at John Hancock Financial Services in which CEO Stephen Brown takes a series of measured steps to turn the old-line mutual insurance company into a competitive, performance-oriented financial services firm. At the end of the case, Brown is considering whether to take the company public. Raises question of leadership, alignment, and culture change.

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