3 Discuss process enablers' role developing the new design. For the three million members who count on its ser- vices, the Califomia State Automobile Association (CSAA) often seems like a trusted member of the family. Yet CSAA is no mom-and-pop operation. Were it a publicly traded corporation, CSAA, with its $3.2 billion in assets, would rank on the Fortune 500 list of America's largest diversified finan- cial companies. Its 5,700 employees operate in a network of 72 dis- trict offices throughout its membership territory in Northem California and Nevada. CSAA's diversified operations range from tour books and emergency road services to airline ticketing, auto and homeowner's insurance, and traveler's checks. Two years ago CSAA embarked on a long-term reengineer- ing effort. From an operations center on the 23rd floor of its San Francisco headquarters, teams of employees have been putting every business process under a microscope. They are seeking ways to make operations better and more efficient while rekindling the close relationship with members that had been CSAA's trademark. "It was obvious that the old ways of doing business wouldn't work in the future, and that we needed to make some fundamental changes," says Gregory A. Smith, vice president and general manager of insurance operations. The goals are to improve cus- tomer service threefold; to reduce baseline expenses by as much as 20 percent; and to enrich jobs and enhance career growth for employees. For the daily transactions that are the bread and butter of the organization, the targeted process time reductions are also ambitious: 2 days to renew an automobile policy instead of 25