Comments for The Journal of Insurance Operations http://www.jiops.com The definitive resource for operational excellence in the insurance industry Sun, 19 Feb 2012 15:18:42 +0000 hourly 1 http://wordpress.org/?v=3.3.1 Comment on Wrong Track, Kemosabe by Mark O'Brien http://www.jiops.com/02/2012/wrong-track-kemosabe/#comment-329 Mark O'Brien Sun, 19 Feb 2012 15:18:42 +0000 http://www.jiops.com/?p=2931#comment-329 <p>Thank you, John. It's amazing how many unintended consequences could be avoided if companies were required to ask these questions, in this order: What (do we want to accomplish)? Why (do we think that's necessary)? How (shall we accomplish the what)? If you don't determine the answer to those questions before applyiing "The Five Ps", you're simply invoking five different Ps: prepping purposeless people pretty poorly.</p> Thank you, John. It's amazing how many unintended consequences could be avoided if companies were required to ask these questions, in this order: What (do we want to accomplish)? Why (do we think that's necessary)? How (shall we accomplish the what)? If you don't determine the answer to those questions before applyiing "The Five Ps", you're simply invoking five different Ps: prepping purposeless people pretty poorly.

]]> Comment on U.S. P&C Personal Lines Insurance Underwriting Process: Contractual and Compliance Perspectives by John Gilleland http://www.jiops.com/08/2011/u-s-pc-personal-lines-insurance-underwriting-process-contractual-and-compliance-perspectives/#comment-328 John Gilleland Sun, 19 Feb 2012 13:45:15 +0000 http://www.jiops.com/?p=2063#comment-328 Thank you!  Your paper is well illustrated and thus prepares decision makers to implement in more effective ways. Thank you!  Your paper is well illustrated and thus prepares decision makers to implement in more effective ways.

]]> Comment on Wrong Track, Kemosabe by John Gilleland http://www.jiops.com/02/2012/wrong-track-kemosabe/#comment-327 John Gilleland Sun, 19 Feb 2012 13:39:30 +0000 http://www.jiops.com/?p=2931#comment-327 Good read!  Thanks for your call to pay attention to some neglected principles. Regarding "tactical elements and strategic activities", I've found too many companies are lead by too many individuals who lack familiarity with such fundamentals.  Many leaders assume instead of verify when it comes to use of such basic building blocks.  One company I keep hearing about used to insist "proper planning prevents poor performance" and now it is taking frequent missteps causing several unintended consequences. Good read!  Thanks for your call to pay attention to some neglected principles.
Regarding "tactical elements and strategic activities", I've found too many companies are lead by too many individuals who lack familiarity with such fundamentals.  Many leaders assume instead of verify when it comes to use of such basic building blocks.  One company I keep hearing about used to insist "proper planning prevents poor performance" and now it is taking frequent missteps causing several unintended consequences.

]]> Comment on Trapped by DGCPCU http://www.jiops.com/01/2012/trapped/#comment-321 DGCPCU Thu, 02 Feb 2012 16:20:08 +0000 http://www.jiops.com/?p=2630#comment-321 Well said Mark. Well said Mark.

]]> Comment on Rhetoric vs. Results by Words Matter http://www.jiops.com/12/2011/rhetoric-vs-results/#comment-274 Words Matter Tue, 13 Dec 2011 13:41:17 +0000 http://www.jiops.com/?p=2236#comment-274 [...] reality from rhetoric is a necessary first step toward taking charge of any brand, differentiating it from ostensible [...] [...] reality from rhetoric is a necessary first step toward taking charge of any brand, differentiating it from ostensible [...]

]]> Comment on The Culture Code by Emanuele http://www.jiops.com/01/2007/the-culture-code/#comment-5 Emanuele Mon, 10 Nov 2008 14:18:00 +0000 http://jiops/the-culture-code/#comment-5 Well said. Well said.

]]> Comment on Outsourcing Insurance Operations by Celeste http://www.jiops.com/03/2007/outsourcing-insurance-operations/#comment-9 Celeste Thu, 16 Oct 2008 13:29:00 +0000 http://jiops/outsourcing-insurance-operations/#comment-9 Interesting to know. Interesting to know.

]]> Comment on The Framework Dilemma by belle.me09 http://www.jiops.com/01/2007/the-framework-dilemma/#comment-3 belle.me09 Wed, 14 May 2008 05:52:00 +0000 http://jiops/the-framework-dilemma/#comment-3 Thanks for giving a bit of insight. I also read this article: <a>http://www.coursework4you.co.uk/mckinse_7s_framework.htm</a>. Thanks for giving a bit of insight. I also read this article: http://www.coursework4you.co.uk/mckinse_7s_framework.htm.

]]> Comment on Food Foibles by Anonymous http://www.jiops.com/01/2007/food-foibles/#comment-8 Anonymous Wed, 14 Feb 2007 05:06:00 +0000 http://jiops/food-foibles/#comment-8 Why, that's not boring at all. It presents a fine example of the inability of a distressing number of people to think for themselves (one of the things I always rant about)..well done, Mr. Berg. Why, that’s not boring at all. It presents a fine example of the inability of a distressing number of people to think for themselves (one of the things I always rant about)..well done, Mr. Berg.

]]> Comment on If You Want Something Done… by Anonymous http://www.jiops.com/12/2006/if-you-want-something-done/#comment-2 Anonymous Mon, 29 Jan 2007 10:13:00 +0000 http://jiops/if-you-want-something-done/#comment-2 Very inspiring. I work for Wipro and have heard about Vivek Paul's remarks before, but this post has truly helped me understand them better. <br /><br />Mr Berg, thank you very much<br /><br />rgds<br />Madhu Sampath Very inspiring. I work for Wipro and have heard about Vivek Paul’s remarks before, but this post has truly helped me understand them better.

Mr Berg, thank you very much

rgds
Madhu Sampath

]]> Comment on The Value of Horizontal Expertise by David http://www.jiops.com/01/2007/the-value-of-horizontal-expertise/#comment-6 David Sun, 21 Jan 2007 04:17:00 +0000 http://jiops/the-value-of-horizontal-expertise/#comment-6 Traditionally, of course, the "horizontal expertise" has been the domain of the Division General Manager or the CEO, who conducts the orchestra of functions. There's also a need, however, for horizontal expertise on the part of people who may not have direct people-management responsibility, such as Product Managers.<br /><br />An interesting topic for discussion would be: to what extent is horizontal expertise (1)industry-independent ("a good general manager can manage any business"), (2)specific to the characteristics of a particular industry, (3)specific to the characteristics of a particular company? Traditionally, of course, the “horizontal expertise” has been the domain of the Division General Manager or the CEO, who conducts the orchestra of functions. There’s also a need, however, for horizontal expertise on the part of people who may not have direct people-management responsibility, such as Product Managers.

An interesting topic for discussion would be: to what extent is horizontal expertise (1)industry-independent (“a good general manager can manage any business”), (2)specific to the characteristics of a particular industry, (3)specific to the characteristics of a particular company?

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