USAA: Organizing for Innovation and Superior Customer Service
Name
USAA RossBeath2.pdf
Description
main
Size
710.06 KB
Format
Adobe PDF
Checksum (MD5)
0c8f05cb38dac0307db8a5193fafc343
Author(s)
Ross, Jeanne W.
Beath, Cynthia M.
Date Issued
December 1, 2010
Publisher
Alfred P. Sloan School of Management, Massachusetts Institute of Technology; Cambridge, MA
Series/Report no.
MIT Sloan School of Management Working Paper;4937-11
CISR Working Paper;382
Abstract
USAA, a diversified financial services firm serving the U.S. military, had long been recognized for outstanding customer service. The company had never operated branches, instead providing services through remote channels, such as the telephone, Internet (USAA.com), mail, fax, and any bank’s ATM machines. USAA wanted customers to be able to access their services any way they liked. By 2010, however, USAA recognized that serving customers remotely meant responding to the rapid introduction of mobile consumer devices. To ensure constant innovation and integrated customer services, USAA was transforming its operating model and
promoting innovation across the enterprise. The IT unit was focused on providing technology platforms and solutions to support both an integrated business model and rapid innovations. This case describes how USAA was transforming itself and, specifically, how the IT unit was addressing changing demands from customers and
business partners.
Subjects
IT organization structure
IT innovation
business transformation
shared services
IT metrics
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