“The key to becoming a more change-capable organization has been the support we offer our people through OCM. In that sense, our OCM efforts have been very much in line with our people-centric culture.” — Kerri Weaver, Westfield Insurance

Editor’s Note: This case study was written by Ernst & Young LLP and in no way does its publication here constitute an endorsement on the part of PC360 or its parent company of EY or its business services. However the story it examines, of Westfield Insurance’s occupational change management saga, takes on nearly universal themes from the business world and is something that every insurance professional, especially those in leadership positions, needs to read. 

The effect that large-scale change could have on morale and engagement of employees is a major concern and potential risk for operational leaders. A decrease in morale and engagement may impact customer service, which is also a significant risk. Additionally, a workforce that is not highly engaged will resist change — taking longer for expected benefits to be achieved.

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