Summary
[...] internally, State Auto had developed a lot of silos and that had the potential to hamper the 2,600-employee company's ability to maintain that level of performance. Restrepo, who is also chairman and president, did call on some limited external resources to help shape parts of the restructuring at State Auto. When the process was over, I did a second round of employee meetings, 20 to 26 people to talk about the high-impact ideas and spend time specifically on those areas that affected my audience.
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State Auto Insurance Cos.: No More Cruising
Bob Restrepo was brought to State Auto Insurance Cos. with a mission. He was the first CEO the company had recruited from outside the organization. This was an intentional move by a board that felt its company was in need of perusal by a fresh set of eyes.
"They thought we had gotten very insular, not arrogant but introverted, and that we might be losing touch with the marketplace," Restrepo says. "So when I came here, I spent a lot of time listening and learning."Restrepo wanted to know what was holding the company back. So he began asking questions of all the company's ...See the full content of this document
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