Cigna Property & Casualty needed to align the functions its employees were performing with the businesses they were supporting. The BSC was chosen to be the CEO’s key communication vehicle for reporting, planning and budgeting processes. The result - the BSC provided a structure for individuals and teams to work together and the company was transformed from a bureaucratic, autocratic, top-down company to a participatory, top-down and bottom-up organisation where people worked effectively acro...
BPIR Categories8.2.1 Leaders communicate with employees
9.2.2 Define & align work outputs & metrics
14.1.2 Select and align measures.
6.4.1 Improve process/service performance