MECKS Insurance Case Study

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Table of Contents
Introduction................................................................................................................................3

Core Transformation Principles.................................................................................................4

Leadership Application..............................................................................................................5

Application of Mckinsey 7s.......................................................................................................7

Conclusion..................................................................................................................................9

References................................................................................................................................10
Introduction

There has been many aspects in this case study that are catered however, one of the most

common is the way through which Meck Insurance worked and made their way into the

market. First of all it is necessary to understand Meck Insurance, which is a large, broadline

provider of property, causality and insurance of life that is being sold through different

channels of business models. These are mostly an agency force and call centers to be

particular. With the help of enterprise and customer service it mostly covers up to 70% of the

workforce that the company is having. MECK insurance on its basics were working on the

cultural shift in which they are progressing towards the productivity of the performance. This

is catered in MECK largest areas of business which is mostly difficult to be handled in

particular. After the transformation it is seen that over 18 months there are many of the things

improved. Further the internal organization development or commonly known as OD had a

full-day session with customer service organization commonly known as CSO leadership

team. The OD team was quite positive that the idea of this journey would be quite

progressing and exciting in the future. There can be two main cases which suggests that either

the business can progress or the idea on the whole can be backfired. In the whole case study

there are many ideas applied however, the most common one is Nadler-Tushman Congruence

model which suggests that it is necessary to identify if there is any problem going on and

what can be the possible solutions to these problems. These problems have to be addressed

during different times so the solutions found can be for the success of the company. It also

gives an idea that during the inputs and applying the strategy towards the idea people, work,

culture and structure can help in giving desired results for the organization.
Core Transformation Principles

The business works on to create strategic results for which they have planned on many levels.

In many circumstances it is seen that the OD team is working with the leadership to achieve

the results. They started with building up the foundation in presenting this idea with the help

of Burk-Litwin model. This model caters the idea of change and presents the plan that there

are many reasons because of which change happens within an organization. The changes in

Burk-Litwin model is shown on various levels and it is driven in accordance to that idea. The

model is having rank with having the most important part of the business placed on the top

most part. Similarly towards the lower level the less important things are placed. The model

argues that all of the factors are integrated (to greater or lesser degrees). Therefore, a change

in one will eventually affect all other factors. Further it is seen that Burke-Litwin model in

any case scenario suggest that environmental factors to be the key reason for major drivers of

change. Important elements of organisational success, such as mission and strategy,

leadership and organisational culture, are often impacted by changes that originate outside the

organisation. It is your job to understand these external changes and identify the implications

for you and your team. In the case of MECK insurance, they were keen to cater the customers

first and in this case they were clear that catering the customers would give them the edge for

sustaining their business development. The basic factor for MECK insurance was the external

environment where their competitors was the key factors because of which the business is

lacking behind its other competitors. It is seen that the change manager within the

organization plays the key part as not only he would be working on to suggesting the changes

but also keep up with the idea that how these changes can be incorporated within the culture

of the organization. Followed by that Mission and Strategy of the organization is again and

important factor for the foundation and its activity. The strategy that is planned helps the

business to grow further and allows them to have an organization backing. In the light of
environmental changes these are being planned and according to that the decisions for further

prospering have to be made. Another important rank is the organization culture that sets the

basis. For instance, it is necessary that the values, beliefs behaviors and all the other parts of

the organization are well known by the people. This sets up a tone that how well the culture

of the organization is adaptable to change. In the case of MECKS insurance, it is firstly

understood that employees were not reluctant to the change. Followed by that the alignment

of leadership with taking the charge is equally important as it sets the tone that how well the

business can coordinate with its stakeholders. In this case the team took full ownership of the

work and appreciated the idea of implementing the change because they were agreeing to the

fact that they are lacking behind others. In this case leadership engagement sessions were also

in placed which showed that leadership teams were partnering with OD team coming up with

the changes. They were also partnering with the talent management, workforce measurement

and leadership development in their own human resources function. In to the conclusion it

was seen that the organization it itself was given a clear direction that what changes were to

be made and how well their leaders are aligned with these ideas. Lastly, it is seen that within

this team employee motivation is an important factor which can be seen. Further MECKS

insurance, ensured that organizational goals are clearly communicated to the employees

because of which effective change and the project can be executed effectively and in all

instances.

Leadership Application

The leadership process also plays another important role in the whole process. In this case it

is seen that leaders in MECKS insurance are playing an important role in the working.

Looking into the application of this leadership, transformational leadership is applied which

is depicting four attributes of the work. Following are those attributes:

2. Inspirational

3. Intellectual

4. Considerate

This transformational leadership brings in positive changes for the people because they are

invested within the success of the organization and everyone who is related to this

organization. It’s not a surprise that these qualities can be the things that can make or break

an organization.

This kind of leadership is very popular it can be seen in board rooms, hospitals, schools, and

in the entertainment industry. Suddenly, as we look around, transformation seems to be

everywhere. Transformation leadership on the basics is a model of leadership which is more

inclined towards encouraging the team and its success. With the help of raising the team’s

self-confidence and morale. The team can then align with itself and the common goal or

vision of the organization. Within the context of case study it is seen that MECKS insurance

worked really hard in aligning the leadership and setting up the direction. According to CSO

leadership team was progressing after their initial conversation. The questions discussed in

this conversation were what If in any case the organization doesn’t changes or goals are not

achieved. Analyzing all the aspects of business is important for the leader as it allows them to

progress well and all the aspects of employee management and employee engagement is

looked by them in a far better way. To seeing the data and to believe it and two separate paths

that have to be understood. In addition to that the CSO team following the leadership rules

articulated the vision for the future of business. Because of which the document known as

The Compass is formed. The cultural focused areas are also important as it shows the idea

that people are to be represented first. Followed by that Customer centricity is important

which shows that customers are important part of the organization and they are dealt
according to their need. On the whole this part explains that whether it is the customer or the

employee of the organization they have to be treated well and with respect regardless of the

culture that they are following. In the final part of conversation the motive of change in the

organization was explained. It is clearly shared that how well the idea and change can take

the company to new heights and within this change process what can be different roles of

each and every employee. Further they were understanding the idea that what can be the new

representation of leadership defines them with, In the end it was seen that employees were

fully convinced with the idea of change by their transformational leaders and these changes

are directed towards the progress of the organization.

Application of Mckinsey 7s

Strategy: The three business areas' transformation initiatives were all motivated by strategy.

Thrill Our Customers represented CES and Technology's plan to develop into a more

creative, economical, and value-added service provider. Hence, the Strategy element applies

to the case.

Structure: Structure is a representation of how a company's segments and units are formed,

and it also includes details about who is in charge of what. In other terms, the business's

organisational chart serves as its structure (Razmi, 2020). It is also one of the most

recognisable and flexible parts of the framework. The team transformed the structure by

becoming decentralized, collaborative, and decided to communicate with each other via

explicit and implicit systems (Heck & Hallinger, 2009).

Systems: A holistic approach is required for sustainable transformation. While the

Technology organization's senior leaders recognised design changes parallel with the large-

group events, the CES transformation engaged all levels of the organisation to identify and

implement needed adjustments. It was challenging to integrate modifications to behaviour

or even to be at odds with, shifting cultural and behavioural norms. The team was aware that

design modifications to support the new culture were necessary to bring about lasting

transformation within the company (Gill, 2002).

Staff: The staff component is concerned with the kind and quantity of employees that a

company will need, as well as their hiring, training, and incentive programmes. The team's

activities encouraged collaboration and innovation while also establishing linkages between

various locations, corporate departments, and people. Each person's vision of the

organisation, their place within it, and how they may act differently to genuinely delight the

customer were all affected by the experience. By bringing the passion and unity they felt to

their workplaces, participants became change agents (Channon, 2015). As employees started

working differently across boundaries, their managers gained new insights and workable

business solutions. In addition to more broad sustainability measures put forth by the entire

team, there was a general feeling of excitement and energy among the participants after the

meetings. Hence, the culture represents productive and motivated employees who work in a

shared culture where they are appreciated and acknowledged (Gill, 2002).

Style: The leadership style become democratic and people-oriented for the transformation.

The leadership team was prepared to support change and make the necessary modifications to

have an impact on business performance. The leadership team had to agree to the CES

approach, comprehend the need for change, and take ownership of the change before the OD

team involved others. The motivation of the rest of the CES organisation was greatly aided by

the leadership team's role modelling of transformation (Dorsey, 2015).

Skills: The tasks that employees of a corporation excel at doing are known as skills.

Additionally, they include skills and abilities and skills (Hanafizadeh, 2011). Throughout
organisational transformation, the challenge of what competencies the organisation will

genuinely need to support its new plan or new structure frequently arises. Due to

transformation, the firm had the relevant skills to lead towards a change. Due to training, past

experiences, and challenges, the team had the required skillset to manage a change (Bøje &

Frederiksen, 2019).

Conclusion

Into the concluding remarks it is seen that MECKS insurance did planned the idea of

progressing and bringing in change because they have examined their competitors. And

compared to them they were lacking in many points. However, the main idea that coincides

with every other idea is the cultural change that is also needed to be changed as well within

the organization (Blase & Blase, 2000). It has to be made sure that the employees in the

organization were well versed and well trained towards the changes. Further they should be

knowing that the changes that they are incorporated and understood by them. In addition to

that the employees were constantly motivated and encouraged that how these changes are for

their own betterment and in the case of any blunder they have envisioned all the ideas. The

betterment of implementation also brings in the need for many conversations with the

employees. Different theories and models were also applied which gave the clear idea that

which part can be important and how. For instance, Burke-Litwin Model was having many

ranks and levels that were important for the growth of business and with every rank higher its

importance is determined. In the case of MECKS insurance, one thing was quite evident that

the external environmental issues were important to be catered and there were many factors

included in this part of the research.

Blase, J. & Blase, J., 2000. Effective instructional leadership. Journal of educational

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Bøje, J. & Frederiksen, L., 2019. Leaders of the profession and professional leaders. School

leaders making sense of themselves and their jobs. International Journal of Leadership in

Education, pp. 1-22.

Dorsey, W., 2015. Balanced Reading Basals and the Impact on Third-Grade Reading

Achievement. Journal of Organizational and Educational Leadership, 1(2), p. 2.

Gill, R., 2002. Change management--or change leadership?. Journal of change management,

3(4), pp. 307-318.

Heck, R. & Hallinger, P., 2009. Assessing the contribution of distributed leadership to school

improvement and growth in math achievement. American educational research journal,

46(3), pp. 659-689.