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Published by: Harvard Business Publishing
Published in: "Balanced Scorecard Report", 1999

Abstract

This reprint is a combination of Article Reprints B9909C and B9911E. In the first article, Cigna Property and Casualty used the Balanced Scorecard to leverage front-line managers'' insight into how well the overall strategy was being executed. By putting strategy on everyone''s desktop, Cigna was able to leapfrog from the bottom quartile to the top quartile of its industry. An accompanying interview with Gerry Isom, CEO of Cigna P&C, highlights the hurdles that needed to be overcome in order to bring about this cultural transformation. The second article includes an interview with Tom Valerio, executive vice president and transformation officer of Cigna Property & Casualty. Valerio led the day- to-day implementation of the Balanced Scorecard at Cigna. His comments reveal how the BSC can be used as a tool for change management.

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Abstract

This reprint is a combination of Article Reprints B9909C and B9911E. In the first article, Cigna Property and Casualty used the Balanced Scorecard to leverage front-line managers'' insight into how well the overall strategy was being executed. By putting strategy on everyone''s desktop, Cigna was able to leapfrog from the bottom quartile to the top quartile of its industry. An accompanying interview with Gerry Isom, CEO of Cigna P&C, highlights the hurdles that needed to be overcome in order to bring about this cultural transformation. The second article includes an interview with Tom Valerio, executive vice president and transformation officer of Cigna Property & Casualty. Valerio led the day- to-day implementation of the Balanced Scorecard at Cigna. His comments reveal how the BSC can be used as a tool for change management.

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