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Maximising performance in insurance operations /
Maximising performance in insurance operations is a practical guide to managing successful change programmes within the insurance industry. It shows large organisations how to become leading edge business performers using case studies and examples drawn from the authors' own unrivalled experien...
| Clasificación: | Libro Electrónico |
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| Autor principal: | |
| Otros Autores: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Boca Raton, FL :
CRC Press : Woodhead Pub.,
1999.
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| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- Front Cover; Maximising Performance in Insurance Operations; Copyright Page; Table of Contents; Foreword; Preface; Chapter 1. Recognising the need to change; Introduction; External change drivers; Internal change drivers; Analysing what needs to change and by how much; Next steps
- what to do after the analysis stage; Recognising the need to change
- putting an analysis study together; Recognising the need to change: a case Study; Chapter summary; Chapter 2. Improving profitability; Introduction; Reducing the cost base
- how to get started; Staff costs; Other cost reduction opportunities.
- Premises reviewIT review; Training review; General expenditure review; Putting a cost reduction programme together; Improving profitability: a case study; Chapter summary; Chapter 3. Preparing for change; Introduction; Producing a robust plan of action; Setting up the programme team; Establishing effective management controls; Instituting a communication strategy; Establishing a programme identity; Putting a project start-up plan together; Preparing for change: a case study; Chapter summary; Chapter 4. Realising all available benefits; Introduction; Establishing the possible.
- Delivering the possibleWhat might get in the way?; Putting together a programme for realising all available benefits; Realising all available benefits: a case study; Chapter summary; Chapter 5. Mobilising the rest of the organisation; Introduction; The executive; Line management; staff; The programme team; Identifying when organisational support is slipping; Putting together a programme to mobilise the rest of the organisation; Mobilising the rest of the organisation: a case study; Chapter summary; Chapter 6. Conducting successful mergers; Introduction; Feasibility study.
- Putting a merger feasibility programme togetherMerging two operations
- making it happen; Putting a merger programme together; Merging two organisations: a case Study; Chapter summary; Chapter 7. Establishing an effective insurance operation; Introduction; Developing a blueprint for the insurance operation; Setting up an insurance operation; Putting together a programme for establishing an effective insurance operation; Establishing an effective insurance operation: a case study; Chapter summary; Chapter 8. Sustaining the benefits and continuous improvement; Introduction.
- External drivers of changeInternal drivers of change; Target based performance management; Formal health checks; Sustaining the benefits
- putting a programme together; Sustaining the benefits and continuous improvement: a case study; Chapter summary; Conclusions; Index.