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Projet REISAC (A, B et C) (Le)

RECS Project (A, B and C) (The)

Case 9 65 2006 002A-C
Case published in the International Journal of Case Studies in Management, Vol. 4, No. 1
Languages : 
  • French,
  • English
  • Restructuration organisationnelle,
  • Gestion de projets technologiques,
  • Impartition,
  • Technologies de l'information
  • Information technology,
  • Outsourcing,
  • Organizational restructuring,
  • Technology project management
Year of production : 
2003
Registration date : 
2006-03-15
Teaching notes included : 
Yes
Case document count : 
3

La Société TransAssurance est une compagnie d’assurance de la personne couvrant tout le territoire canadien. C’est dans un contexte de consolidation de l’industrie que le projet REISAC voit le jour à l’automne 1995, par suite de la fusion de deux sociétés d’assurances collectives, l’une à Québec et l’autre à Montréal. La réalité des opérations, notamment au niveau du service à la clientèle, se faisait cependant difficile. La direction envisage donc un projet audacieux fondé sur une transformation profonde des méthodes de travail de l’entreprise. Le projet vise la réorganisation complète de la mise en marché des produits d’assurance et du service à la clientèle. Le projet démarre le 1er avril 1996, mais connaît de nombreux rebondissements : congédiement des deux premières firmes de consultants auxquelles on avait confié le projet en impartition, puis reprise de la direction du projet par l’entreprise pour finalement connaître un succès mitigé.

TransInsurance Inc. is an individual insurance company, covering all of Canada. In the midst of an industry amalgamation, the RECS project came to be in fall 2002, following the merger of two group insurance companies – one from Quebec City and another from Montreal. The reality of operations, particularly at the level of customer service, was proving to be difficult, however. Senior management thus envisaged a bold project based on a fundamental transformation of the company’s methods of operation. Specifically, the project was aimed at completely restructuring its customer service department as well as the marketing of its insurance products. The project was launched on April 1, 2003, but many obstacles were encountered along the way: the firing of the first two consulting firms to which the project had been outsourced, followed by the resumption of project leadership by TransInsurance to achieve, in the end, moderate success.

Primary domain : 
Information technology
Secondary domain : 
Not available
Sectors : 
  • Banking and financial services
Source : 
HEC Montréal
Type : 
Traditional case 
Type of data used in the production of the case : 
Undefined
Event location : 
Canada
Year of start of the event : 
1996
Year the event ended : 
Not available
Business size : 
4500 employés