CNA INSURANCE
business leaders across core functions like underwriting , operations and distribution . Describing herself as a collaborative , accountable and empowering leader , she says “ My team and I function as a nucleus for shaping and driving large-scale programs that are focused on maximizing efficiency , modernization , and growth .” In collaboration with CNA ’ s business stakeholders , Carol and her team analyze opportunities for improvement to design solutions and shape future roadmaps that deliver measurable value .
CNA ’ s strategic priorities influence transformations taking place across the organization . These include their commitment to deliver top quartile underwriting performance through industry specialization , technical excellence , optimized distribution , operational efficiency , and talent development . Carol and her team are constantly challenging the status quo by re-examining current ways of doing work across the spectrum of process , people , and technology to drive valuable impacts . Interestingly , transformation at CNA is not always a technology-first approach . Instead , it starts by looking through the lens of the customers and distributors to assess opportunities for optimizing efficiency and effectiveness . Since joining CNA , Carol and her team introduced a new ‘ learn-bydoing ’ approach to quickly pilot ideas and opportunities , referred to as the Model Office . When asked about this method of innovating and executing , she says “ We start small and adjust based on insights from people , and supporting metrics , doing the work in a new way . Then , we scale fast to achieve a broad impact .”
The Model Office framework applies business resources to new workflows while gathering qualitative and quantitative
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