Case Analysis – United Services Automobile Association Essay Example

access to data company wide. 3. Reorganize IS with P&C regional V.

P. that created a user orientation within IS and established working relationships with other units. 4. Recruit senior level commissioned officers into management. 5. Senior level management restructuring.

6. Create partnerships between IS and other divisions, which is supported at all managerial levels and linked to the divisional business plan. p7. 7. Collaborative endeavors – joint meeting. .

Strategic 5-year systems plans that prioritized major system development projects, approval of major modifications of existing systems, and specifications of schedule and budgets. P7 and 8. 9. Developed Vision 2000 strategic plan, which was integrated seamlessly because other endeavors encapsulated this Vision – so the cultural shock or change was minimal as it occurred over time. a.

Involved Event-Oriented Services (EOS), which means “providing complementary, coordinated products and services on the occurrence of major events in the life of a member. P9. Purchase a car- will offer other services such as car loan, insurance, extended warranty protection, infant car seat, etc. VALUE ADDED. 10.

Internal Marketing – Employees understood the value of these initiatives, and why scarce resources were devoted. P 10. 11. Entrepreneurship was encouraged but with accountability.

If a business unit could demonstrate the strategic and tactical value, the endeavor might proceed, but if not, it cold be reintroduced in the future. Strengths The company transformed in to a business run by its customers.Specifically, military commissioned officers, who were at one time members, and probably remained members, assumed a leadership role in the organization. Consequently, those senior executives understood the needs of the customer, unlike most businesses. Additionally, the senior executives were recruited

from a similar culture, so culture conflict was minimized.

Additionally, pushback and revolt was probably minimized because of the military culture that the senior executive came from. Once a command decision was made, the mission was accomplished.