Leadership, Culture Change and Transformation at AVIVA (A): Norwich Union Insurance

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Publication Date:
March 21, 2008

Industry:
Financial Services

Source:
INSEAD

This two-part case study describes the initial merger and cultural transformation of Aviva’s Norwich Union (NUI) operation in the UK. It examines the complexities of integration that arose following a series of mergers that created NUI from 1998 to 2000. Case A describes how, after CGU Plc and Norwich Union joined forces to become NUI, top management’s priority was to restore profits. Behind the scenes, however, the need for a whole new corporate culture was becoming increasingly imperative. It shows the tension between the need for immediate gains in efficiencies vs. longer-term approaches to the business that required careful nurturing and attention. It ends as the executive team’s announcement of the new corporate philosophy – “to be a service provider with insurance at our core and care at our heart” – is greeted with complete disbelief by employees. Case B describes the actions taken to overcome their skepticism and successfully implement the new philosophy – actions that required significant change to the organisational culture.

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Leadership, Culture Change and Transformation at AVIVA (A): Norwich Union Insurance

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