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Manager Briefing for the

Business Acumen LearningBusiness Acumen LearningWorkshop

Program Objectives & Participant Selection CriteriaCigna UniversityBusiness Acumen Defined

Cigna University

Strong Business Acumen capability means that leaders, managers and employees

make decisions every day that align with Cigna’s goals, improve our competitive advantage,

and help move our “3G” strategy forward.

• How Cigna makes money• How our decisions and actions impact

how Cigna makes money

Program ObjectivesCigna University

Goals: During the 2-day Acumen Learning classroom training, participants will:

• Learn simple financial vocabulary needed to discuss enterprise-level business results

• Meet potential new network contacts (pre-assigned seating)

• Make connections to their daily decisions & actions

• Increase skills in these 2014 competency areas:

Customer Focus, Dealing with Ambiguity, Organizational Agility, Perspective, Priority Setting and Problem Solving.

Objectives: After the 2-day Acumen Learning classroom training, participants will:

• Demonstrate defined Business Acumen behaviors consistently.

• Contribute 1-2 new ideas to you for driving business results for your areas as part of an Individual Action Plan.

• Extend their Business Acumen knowledge by participating in additional Program activities

NEW FOR 2014

NEW FOR 2014

NEW FOR 2014

NEW FOR 2014

Keith Gulledge & Ben CookConsultants—Acumen Learning, LLC

Manager Briefing for the

Business Acumen LearningBusiness Acumen LearningWorkshop

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Benefits to Managers and ParticipantsBenefits to Managers and Participants

1. To deliver department results, as defined by your department metrics and APOs

2. To develop people to create a talent pipeline

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What This Class is NOT Primarily About…What This Class is NOT Primarily About…

1. Skill training.

2. Accounting.

3. Finance.

4. Management techniques.

What This Class IS About at Cigna…What This Class IS About at Cigna…

• How to think differently…

• How to decide differently…

• How to do differently…

……So that each decision and action considers So that each decision and action considers the financial impact on Cigna at the individual, the financial impact on Cigna at the individual, department and enterprise levels.department and enterprise levels.

To Support Cigna’s 2014 Priorities To Support Cigna’s 2014 Priorities

• Continue to put our customers at the center of all we do

• Embrace and adapt to change faster

• Leverage insights to accelerate execution of our growth strategy

Tie personal APOs to the team or department objectives and Cigna’s Enterprise Scorecard.

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Business Acumen TopicsWorkbookWorkbook

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1. The Big Picture of Cigna’s mission, business model, strategies, and your impact on enterprise performance

2. 5 Key Drivers that all businesses focus on to succeed; how measured at Cigna how you influence them

3. Driving faster profitable Growth through more effective team and stakeholder collaboration and networking, to improve customer service

4. Analysis of financial statements and key measures, to leverage insights to support more effective personal performance

5. Tying financial performance to making more effective decisions through asking the right questions and gathering the right information

6. Draw connections between personal performance (APOs), team results, Cigna’s enterprise performance and individual benefits

7. Cigna’s external healthcare environment and key players

8. Financial Markets and impact of Cigna employees on Cigna’s stock price

Course Content: Understand & ApplyCourse Content: Understand & Apply 99

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1. When setting business or project objectives, ask questions that dig deeper and take into consideration long-term customer impact of decisions.

2. Apply the “story” behind Cigna’s numbers to customer commitments (impact of economic conditions, competitive pressures, etc. on our ability to drive revenue and profitability); explain those insights to leaders and others.

3. Demonstrate greater ability to draw connections between your individual performance, business results (department and enterprise levels), and your personal and professional rewards.

4. Collaborate effectively with appropriate stakeholders as part of a team rather than operating in a department or personal silo; understand and consider impacts of decisions on upstream, downstream and later business partners.

5. Identify and champion initiatives and innovative ideas; ensure alignment of those projects with Cigna’s priorities; drive effective execution and achieve or exceed success measures.

Acumen: Core Leadership BehaviorsAcumen: Core Leadership Behaviors 66

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Primary DELIVERABLE OutcomePrimary DELIVERABLE Outcome 5757

Individual Action Plan (IAP)Individual Action Plan (IAP) Behaviors and Insights for

personal application and follow-up

Initiatives for continued personal development and leadership influence

Report and debrief IAP and workshop experience with Manager

Pre-Class OPPORTUNITYPost-Class SOLUTION

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Individual Action PlanIndividual Action Plan 5858

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VideoVideo

Overview of

Cigna’s

Global Business

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Day 1

welcomes you to

Building Business AcumenBuilding Business Acumen

““Seeing the Big Picture”Seeing the Big Picture”

FACILITATED BY:

Keith Gulledge

Acumen Learning, LLCOrem, Utah

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5 Key Business Drivers5 Key Business Drivers

Can a company have Can a company have too much too much CashCash??

$$

$$ $$

$$

$$

PROFITPROFIT

Section 3Section 3

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What Driver does Cigna’s Differentiated Value Proposition focus on?

Customer-Customer-

centricitycentricity

Customer FocusCustomer Focus

Consultative SellingConsultative Selling

Physician EngagementPhysician Engagement

3434

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MAKING MAKING BETTERBETTER

DECISIONSDECISIONS

Section 7Section 7

3838

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Approach to Making Better DecisionsApproach to Making Better Decisions

• Involve the right people• Ask deeper, relevant questions• Gather timely, pertinent data• Gain insights to determine options• Perform cost-benefit analysis• Decide and execute

Perform analysis and make Perform analysis and make decision considering decision considering impact on the 5 Drivers impact on the 5 Drivers and Financial Reportsand Financial Reports

Think – Decide – DoThink – Decide – Do

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MEASURING MEASURING PERFORMANCEPERFORMANCE

Section 8Section 8

4545

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Measuring Measuring Performance:Performance:

5 Key Business 5 Key Business DriversDrivers

Statement of Cash Flows & Balance Sheet

Income Statement

(P&L)

Balance Sheet

5 Key Business Drivers5 Key Business Drivers

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1. Basic purpose & relationship to 5 Drivers

2. Governing equation

3. Key numbers, ratios and trends

4. Actions to impact results

For each statement…

Measuring 5-Driver PerformanceMeasuring 5-Driver Performance

VoteVote

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What is the business term that refers to how well a company employs its Assets to make money?

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1. Profit Margin

2. Asset Utilization

3. Cash Flow

4. Financial Leverage

5. Asset Strength

1. 2. 3. 4. 5.

6%

63%

19%

13%

0%

External Factors:External Factors:THE WORLD AROUND USTHE WORLD AROUND US

Section 9Section 9

5050

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Health Care EnvironmentHealth Care Environment

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External Factors:External Factors:FINANCIAL MARKETSFINANCIAL MARKETS

Section 9Section 9

5555

Stock Price vs. Competitors—1 yr.Stock Price vs. Competitors—1 yr.

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ProfitProfit

Discuss in your group how you personally can enhance REVENUE, reduce EXPENSES, and increase PROFIT

Write down one or more specific actions you could take to impact PROFIT (improve Revenue, reduce Expense)

General areas to consider:

Expenses you can influence

Product value you can add

Employee satisfaction & reten.

Customer service & loyalty

IAP IAP p. 59 p. 59

Discussion & Notes

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GROUP GROUP DISCUSDISCUS

SIONSION

FINALFINALACTIONACTION

PLANNINGPLANNING

Section 10Section 10

5757

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1. 7 days: Review your Workbook, other notes, and IAP.

2. 10 days: Discuss your Individual Action Plan with your manager. Follow through on your Action Items.

3. 30 days: Read “Seeing the Big Picture” if not completed.

4. Quarterly: 2- 4 hours. Continue to use the resources available to build your business acumen. Review Cigna and

competitor financials; use websites.

5. Quarterly: Prepare for, listen to the Quarterly Alumni Review call

6. Ongoing: Teach others. Use Business Acumen in Making Better Decisions. “What’s the impact on CASH, PROFIT, ASSETS, GROWTH and PEOPLE?”

Post-Course Action StepsPost-Course Action Steps

Keith Gulledge & Ben CookConsultants—Acumen Learning, LLC

Questions & Answers

Alicia EngelProgram Manager, Business Acumen

Business Acumen LearningBusiness Acumen Learning

NEXT STEPS

“Great class, one of the best I’ve taken at Cigna.”

“Very useful! Thank you”

“The best training class I ever attended in >20 yrs at Cigna. EVERY employee needs this training.”

“I feel energized and proud of what I have learned.”

“Excellent course and relevant information. Great opportunity to network.”

Offered New Locations

• April 8-9: Phoenix• April 22-23: Bloomfield• May 21-22: Hong Kong• August 26-27: Bloomfield, CT•September 9-10: Bloomfield, CT• October 7-8: Franklin, TN• October 20-21: Belgium• October 23-24: United Kingdom

Participant Survey FeedbackParticipant Survey Feedback

NPS = 82%+

NEW FOR 2014

“Bring to the class on August 26”

Identify one departmental need/ opportunity/ challenge you are facing right now and prepare a 2-minute explanation of this opportunity for a class exercise. 

During class, the need/challenge participants bring will be referred to as their “opportunity.” Managers and participants are expected to meet before the class starts to identify this opportunity.

•The opportunity can be as general or as specific as you feel appropriate. •DO NOT SOLVE – If they solve for the opportunity before the class, some of the session work may feel redundant.

Participant Pre-WorkCigna University

Select team priorities that can be tracked with department metrics.•Current initiatives•Local Processes•Frequent decisions•Collaboration practices•Communications•Policy applications

Examples:•Higher sales revenue; •Lower ASA, •Reduced error rate; •Higher efficiencies•Lower costs; •Reduced redundancies; •Persistency goals; •Faster processing or cycle time; •Increased accuracy rates; .

Meet with your attendee(s) for 15 minutes to:• Help clear existing non-emergency schedule conflicts • Explain why they were nominated for this invitation-only program• Ask the attendee to print their APOs to have in class.• Explain that you expect to meet after the class 

Meet with your team for 15 minutes to:• Explain the value of having a team member compare ideas with other Cigna employees outside of your area• Agree on 1 departmental business need or challenge for attendee focus during the class – their “opportunity” for the workshop• Tell them that you expect after-class collaboration

Before the workshop:Before the workshop:

What participants should bring with them:

• A copy of their 2014 APOs

• Their departmental opportunity

• Laptops for classwork on Day 2

What they need for classWhat they need for class

Expect participants to schedule 1:1s with each of you to review the Individual Action Plan (IAP):

Manager Planning Checklist

•Determine how your attendee will share his/her experience with the rest of your team.

•Explore your employee’s ideas for driving departmental performance related to the team priorities presented before the class

•Determine next steps for those ideas based on your local needs.

After the class: Take ActionAfter the class: Take Action

Quarterly Alumni Review calls

•Each quarter after our business results are announced to the public, graduates can attend this 60-minute virtual training

•Earnings results reviewed from the lens of the class concepts.

•Next 2014 Call: November 20•2015 Calendar will be announced later

LIMITED TIME OPPORTUNITY:Cigna’s Global Business Simulation

- “Two hours in the CEO’s chair”- Expires 9/30/14- 30-minute preview webinar replay available

Extended Learning for Program AlumniExtended Learning for Program Alumni

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We look forward to seeing your participants in

Bloomfield on August 26-27

Participants will receive final event details from me by EOB 8/21

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Questions and FeedbackQuestions and Feedback

Program Manager: Alicia EngelAlicia.engel@cigna.com

•Registration•Class logistics•Participant Q&A

A recording of this call will be available shortly.