CIGNA CORPORATION, INC

ABOUT THE CASE: The case deals with the Business Reengineering of the CIGNA Group into its organization. The process was introduced five years ago which helped the company to save more that $100 million. The company started its business reengineering with a pilot project which turned out to be very successful. Then the organization ramped up from this success and started to exchange their ideas , experiences & learnings , from the project into a large and more complex parts of the organization. CORE ISSUES: Due to market scenario of the organization was facing highly down sized and stretched field staff. In P & C, the information systems personal had to be much more proactive than in the past because of the short project implementation time frames. Reengineering would have to focus on large business and in addition of achieving operational excellence, they had to enable growth and build competencies for new business. CIGNA information system group faced increasing pressure to improve their own process to meet the growing divisional needs which in turn led to further reengineering initiation. HOW WAS THE PROBLEM DEALT WITH: CIGNA journey was started with pilot project in vulnerable division of the company. The reengineering efforts transformed roles and responsibilities. This project was oriented toward customer service process and organization culture. CIGNA P & C was revised using two phases. 1st phase involves a breakup of function and 2nd phase involved implementation which was structured as six project or streams. LEARNING FROM THE CASE:

1. Dedication of significant amount of time to bring the changes required by senior executive. 2. The process worked suitably in US and UK but was not able to perform well in other countries due to mind-set difference. 3. Learn from different divisions before implementing to the organization as a whole. 4. At CIGNA P&C, all the employees were involved in the design and analysis phase using monthly newsletters.

SUBMITTED BY PRAKASH JESWANI 13A1HP033