just #3

WEEK TWO CASE STUDY In order to drive performance and realign the processes of the company with the needs of the customer. MECK Insurance begins to work with the organizational development team to transform its corporate culture. The case discusses the process of the cultural shift within three separate business units: Customer and Enterprise Services (CES), Technology \& Operations, and the Customer Service Organization (CSO). The OD team divides the process into a series of Launches for each unit. In the first two units, Launch 1 involves setting the direction of the cultural changes and closely aligning leaders to the importance of the process and the end results. Launch 2 involves engaging employees throughout the organization in order to build the momentum of the new culture and effect change at every level of the business. Launch 3 involves evaluating the new culture based on both qualitative and quantitative performance measures set forth by the new culture. Launch 3 also involves initiating ways in which the organization can sustain the new culture. With the third business unit, CSO, only Launch 1 is discussed; the case ends with Launch 2 and 3 undeveloped and unimplemented. QUESTIONS: 1. What is your analysis of the MECK transformation to date? 2. What has worked, what has not worked, and do the OD team's learnings seem complete? 3. Keeping in mind the lessons learned to date, propose a design (interventions, roles and responsibilities, timing, agendas, and other aspects) for Launch 2. Be sure to include or consider the following: - Continued work with the leadership team - Building capability of leaders - Starting to engage rest of organization using core principles - Continuing to leverage organization design features, such as systems, structures, and rewards, to align behavior to The Cormpass