Insureon Leadership Analysis

In 2011 Ted Devine left AON Risk Services to become the CEO of Insureon, a multi-billion dollar company with 28.000 employees, based in Chicago, Illinois. One of his first significant changes; an open floorplan in the office. "For me it says a couple things about leadership. One is: No walls, no barriers, no hierarchy. Everybody can talk to everybody. Everybody can participate in a decision. We work together, and that's very important in leadership."
The current situation at Schwarz Shipyards can almost be seen as the exact opposite, with the double-CEO organizational structure as the main problem (.
As long as the two CEOs in this structure go along well, share the same management style, and are willing do to concessions this organizational
Organizations and cultures change through the time, familiarity with global knowledge and awareness is necessary (Schuster & Harris, 1999, p.7; Harris & Moran, 1999, p.2). Change is an important key factor for every organization (Porter, p. 89, Gerry et al., p. 71). Following the same tactics (Rohrbeck et al., 2013, p. 10-11), will lead the company to lose its competitive advantage (Johnson et al., p. 8,11). The idea of making the company multinational oriented, dividing at the same time the two CEOs in a different place looks an attractive solution. This division actually will lead to the avoidance of conflicts maintaining a healthier relationship between the two CEOs of the company (Rohrbeck et al., 2013, p.6, 7, 11) and its efficient operation. At the same time we can realize the benefits of this solution, if we consider the lower prices (Porter, p. 90) of steel at China “300-350 Euros cheaper” (Rohrbeck et al., 2013, p.5), the loosen system of laws and restrictions when it comes to business activities (Rohrbeck et al., 2013, p.5); finally there will be a market development, by attracting new customers (Johnson et al., p. 230). Thinking of the benefits we can say that the whole organization could have the opportunity to operate in a more harmonic environment, which promotes better operation (Choi, p.287). An environment of certainty, which the company lacks of in our situation (Rohrbeck et al., 2013, p. 11), where the tasks will be clear will major the staff will be more (Choi, p.287). By establishing a board of directors the company will assure the endless communication of information between the two CEOs and at the same time all the necessary knowledge for the projects will be transferred to the new generation in order to avoid undesirable situations like this at 2007, when CEO Starcks retired almost at the same time with the most capable