Subject category:
Knowledge, Information and Communication Systems Management
Published by:
Harvard Business Publishing
Version: 28 August 1995
Length: 25 pages
Data source: Field research
Topics:
Business growth; Information management; Management; Information technology (IT); Project management; Business process reengineering; Organizational development; Insurance; Transformations; Costing; Crisis management; Growth; Strategy; Balanced scorecard; Databases; Design; Technology; Financial crisis
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Abstract
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).
Location:
Size:
USD4 billion revenues, 6,500 employees
Other setting(s):
1994
Subject category:
Knowledge, Information and Communication Systems Management
Published by:
Harvard Business Publishing
Length: 7 pages
Subject category:
Knowledge, Information and Communication Systems Management
Published by:
Harvard Business Publishing
Version: 21 February 1996
Length: 18 pages
Data source: Field research
About
Abstract
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).
Settings
Location:
Size:
USD4 billion revenues, 6,500 employees
Other setting(s):
1994
Related
Subject category:
Knowledge, Information and Communication Systems Management
Published by:
Harvard Business Publishing
Length: 7 pages
Subject category:
Knowledge, Information and Communication Systems Management
Published by:
Harvard Business Publishing
Version: 21 February 1996
Length: 18 pages
Data source: Field research