1 D o you think the WorkOut technique could work in isolation, or does it need to be implemented in line with other culture change processes? Give reasons for your answer When Patrick O’Sullivan joined Eagle Star as chief executive in 1997, he confronted a high degree of inefficiency and complacency within the company. The system of creating reserves was inadequate, the pricing in the marketplace left much to be desired, the marketing function was unduly influencing risk assessment decisions, information technology was completely disconnected from the business and was consuming large amounts of resources and going nowhere, the actuaries and underwriters were not talking to each other, the finance function was not well integrated into the business (it was a reporting function that did senior management’s bidding), and the chain of accountability was deficient. The new chief executive was alarmed to find that only his predecessor and a few of his senior staff were aware of the seriousness of the company’s plight. Generally the employees – who were getting more and more rewards

(e. g. flexitime, benefits and bonuses) – thought the company was wonderful to work for