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Friends provident: reengineering customer services

Author: Dutta, Soumitra ; Teboul, JamesINSEAD Area: Technology and Operations ManagementPublisher: Fontainebleau : INSEAD, 1994.Language: EnglishDescription: 20 p.Type of document: INSEAD CaseNote: Latest version available via https://publishing.insead.eduAbstract: Customer services within Friends Provident, the 6th largest life insurance company in the U.K., was traditionally organized along function lines with deep mistrust between the back office and the front office (branches). However, since 1989, under the leadership of Roger Hallet, Friends Provident has made significant innovations in its structures and processes for servicing customers. The case describes these innovations, which include the creation of service Centres to service all needs of a fixed set of customers, a shift towards multi-functional teams, increased focus on process management and the adoption of new technologiesPedagogical Objectives: This case provides a useful basis for discussing innovations in organizational processes, structures and systems. In Particular, it highlights issues related to: - Process improvement and reengineering; - Process management; - Organizational implications of innovations in structures and processes; - Customer-focused organizations; and - Organizational leadership and change management
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INSEAD Case Europe Campus
INSEAD Publications Display
Print Consultation only BC000111
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Latest version available via <a href=https://publishing.insead.edu>https://publishing.insead.edu</a>

This case provides a useful basis for discussing innovations in organizational processes, structures and systems. In Particular, it highlights issues related to: - Process improvement and reengineering; - Process management; - Organizational implications of innovations in structures and processes; - Customer-focused organizations; and - Organizational leadership and change management

Customer services within Friends Provident, the 6th largest life insurance company in the U.K., was traditionally organized along function lines with deep mistrust between the back office and the front office (branches). However, since 1989, under the leadership of Roger Hallet, Friends Provident has made significant innovations in its structures and processes for servicing customers. The case describes these innovations, which include the creation of service Centres to service all needs of a fixed set of customers, a shift towards multi-functional teams, increased focus on process management and the adoption of new technologies

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