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One of the early signs that Prudential Singapore's transformation was taking hold, says CEO Wilf Blackburn, was when the company shifted its primary metric from top-line growth to both top-and bottom-line growth. This new focus, he says, highlighted a medical plan offering that was easy to sell, but produced a high volume of costly claims that hurt the company's bottom line. A cross-functional team tackled the issue, with daily huddles and rapid decision making, and soon saw their efforts rewarded with improving metrics. The early success of this initiative built confidence in the ongoing transformation.
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