ICW Group was walking backward when Kevin Prior took over.
Six years ago, before Prior assumed the president and CEO’s role at the personal and business insurance provider, the company was focused primarily on technology. Though technology is an element in the success of most businesses, Prior felt that ICW Group’s pursuit of technological efficiency was placing other, more important priorities on the back burner — namely, the company’s employees.
“When I took over, our order of importance was technology, process and then people,” Prior says. “We figured out what technology we would need to be successful, then focus on the processes and people needed to execute on that.
“I thought we were doing that backwards. We needed to start with the people necessary for success. Through your people is where you get the business requirements, the competitive needs. Then, once you have the people describe what the business requirements are, you can give ownership to the people to develop the products necessary to achieve your goals. Thirdly, you build the technology to meet those needs. So we were essentially doing things backwards.”
To reverse the priorities at ICW Group, Prior needed to spearhead a large cultural shift. The goal was to create a culture that focused first and foremost on engaging employees, leveraging their skills and talents, and giving them a voice in how the company did business.
It was a process that required everyone in the company, from top management on down, to develop a new mentality — and, in some cases, hire and develop new people. It required the development of a new, stronger mission and brand identity. Above all, it required relentless communication from Prior and his management team, coupled with a willingness to listen to their employees.
