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Connexus : Issue 36
Winning innovation Research and advisory firm Celent has recognised ClearView as a 'model insurer' in the Asia-Pacific region. It based the recommendation on the business benefits provided by ClearView's state of the art technology in life insurance. The technology allows call centre operators or prospects to complete the entire sales cycle through to policy issue via a website. The automation, system integration and straight-through processing also takes care of administration, including reinsurance and commissions. ClearView CEO of wealth management and advice, Alex Hutchison, says the direct distribution model demonstrates innovation and flexibility. "We're a non-bureaucratic organisation that quickly designs and launches relevant products tailored for customer segments, using modern distribution technology," he says. This includes tailored life insurance products for its mutual partners, which are also available to white label, allowing mutuals to badge them with their own brand. Over the next year ClearView plans to double its current products (death cover, accidental death, an injury cash product and funeral cover) with offerings that will include trauma, income protection and total and permanent disablement. The life insurances have been designed to appeal to clear customer segments; some by age and others by gender, including one under development that will pay extra benefits for male-related conditions and another for females. For more information, contact Cheryl Macnaught on (02) 8095 1329. isational culture connexus www.abacus.org.au 57 For example, Tubridy says quantitative measurement techniques are unable to tap into the all-important unconscious assumptions that guide employee behaviour at the conscious, observable level. And qualitative measures can be time consuming and expensive. To determine which technique is most relevant to your needs, Tubridy suggests asking: "How do we intend to use the results of the cultural survey?" CULTURAL AUDIT (WHAT WE WANT TO BE LIKE) A Cultural Audit is typically run after the Executive Management Team has articulated their desired culture. It focuses on measuring the extent to which the organisation and individual work areas are behaving in line with the desired culture. It identifies where specific work areas are not acting in accordance with desired values so they can be the focus of cultural reinforcement efforts. CULTURAL DIAGNOSTIC (WHAT WE ARE LIKE RIGHT NOW) This raises awareness of the type of culture and subcultures within an organisation, providing information critical to assisting leaders to understand the complex differences between the subcultures of the various work areas. These surveys are strongly based in theory and have been used extensively in vocational settings to establish their reliability and validity. CULTURAL EXPLORATION (WHAT WE ARE REALLY LIKE) This attempts to uncover, via expert qualitative analysis, the unconscious assumptions that inform values and behaviours. It corroborates evidence obtained from a variety of quantitative and qualitative measurement techniques to arrive at something close to a true representation of the underlying assumptions guiding employee behaviour. It provides sufficient detail to develop a new culture, execute a complete shift in organisational culture or guide a cultural intervention. For more information, please contact Dr Des Tubridy, Quantum Management Indicators on (03) 9249 9570 or email firstname.lastname@example.org