Kogi & Case Study Česká podnikatelská pojišťovna

How ČPP achieved a 20% increase in revenue and enhanced client loyalty through strategic and cultural transformation

Our methods are tested in practice with large organizations across various sectors. We do not create theoretical models – we implement real changes from design to execution.

20%

increase in turnover

+30 %

increase in the share of direct distribution

better CX

measured NPS

Challenge:

The transformation of ČPP towards the digital future of insurance

The Česká podnikatelská pojišťovna (ČPP) is a key player in the Czech insurance market. Given the dynamic changes in the sector and the arrival of a new CEO, the company has focused on a transformation aimed at supporting growth, strengthening distribution and service offerings, and responding to changing customer needs. Part of this strategy is also a fundamental transformation of the corporate culture, which is meant to ensure support for strategic goals and employee engagement.

ČPP faced several key challenges, including the need to adapt the distribution mix, streamline services, and support a corporate culture that reflects the new strategy and aims to increase employee engagement. Another challenge was changing customer preferences and growing competition with more adaptive approaches.

Project Goals:

• Growth and diversification of the distribution mix – with an emphasis on internal and online distribution

• Strengthening digital and customer-oriented services.

• Implementation of new cultural principles to enhance accountability, teamwork, and support for innovation

• Increase operational efficiency: increase EBITDA share by 5%.

• Increase in company turnover by 20% and placement in the TOP 5 in all insurance categories

Česká podnikatelská pojišťovna (ČPP) is a key player in the Czech insurance market. Given the dynamic changes in the sector and the arrival of a new CEO, the company has focused on a transformation aimed at supporting growth, strengthening distribution and service offerings, and responding to changing customer needs. Part of this strategy is also a fundamental transformation of the corporate culture, which is meant to ensure support for strategic goals and employee engagement.

Project Goals:

• Growth and diversification of the distribution mix – with an emphasis on internal and online distribution

• Strengthening digital and customer-oriented services.

• Implementation of new cultural principles to enhance accountability, teamwork, and support for innovation

• Increase operational efficiency: increase EBITDA share by 5%.

• Increase in company turnover by 20% and placement in the TOP 5 in all insurance categories

Analysis and selection of solutions:

Transformation of distribution and corporate culture as the key to the growth

Situation Analysis

The internal analysis revealed the need for a transformation of corporate culture as a key pillar for successfully achieving strategic goals. Traditional insurance channels exhibited lower client loyalty, which poses a risk of losing customers in a rapidly digitizing market.

Possible Solution and Strategy Selection

ČPP has opted for a gradual long-term transformation involving:

• Diversification of the distribution mix focusing on internal and online channels

• Support for the values and principles of the new corporate culture, including four key principles: Personal responsibility, The client comes first, We grow, and We are one team

• Support for innovation and teamwork – creating space for sharing ideas and improving processes

• Optimization of processes and effective use of data to enhance customer experience

1. New Strategy and More Efficient Processes

Creating a clear mission, vision, and strategic goals for all levels of the company. Eliminating duplicate activities and implementing 51 specific initiatives to improve efficiency.

Modernization of IT systems and the design of two new customer services.

2. Transformation of Corporate Culture

Reorganization of key departments and redefinition of leadership roles.

New recruitment strategy, enhancement of employer branding, and increasing wage competitiveness.

Implementation of a performance measurement system and linking remuneration to productivity.

Strengthening managerial skills through assessments and development plans.

Setting clear standards of behavior and team rituals to improve collaboration.

3. Intensive Change Management

Introducing the role of a transformation manager to support owners of change initiatives.

Regular strategic meetings and transparent communication between management and employees.

Systematic collection and evaluation of feedback to maintain the momentum of changes.

Results:

Higher employee engagement, growth in revenue and client loyalty, and 30% higher performance in direct distribution.

Implementation

• Roll-out through cultural and strategic workshops and internal communications – Workshops were conducted at the team and leadership levels to incorporate the principles of corporate culture into daily rituals and team activities.

• Launching the cultural ambassador program through representatives of all teams

• Digitalization and automation of processes – introduction of new technologies and expansion of the IT team.

• Reorganization of distribution channels – changes in the composition of the internal team, support for the online channel, and direct distribution in the regions. Preparation and implementation of regional strategy.

• Support for innovation – Every employee was encouraged to contribute ideas, which were regularly evaluated and shared on the company intranet.

Results:

Implementation

• Launching the cultural ambassador program through representatives of all teams

• Digitalization and automation of processes – introduction of new technologies and expansion of the IT team.

• Support for innovation – Every employee was encouraged to contribute ideas, which were regularly evaluated and shared on the company intranet.

Implementation

• Launching the cultural ambassador program through representatives of all teams

• Digitalization and automation of processes – introduction of new technologies and expansion of the IT team.

• Support for innovation – Every employee was encouraged to contribute ideas, which were regularly evaluated and shared on the company intranet.

• Higher Engagement and Collaboration – Ongoing measurement shows an increase in employee satisfaction with company culture and values, especially in the areas of teamwork and innovation.

• Growth in Revenue and Customer Loyalty – Improvement in financial indicators (revenue and profitability, and customer loyalty due to a streamlined process and better customer experience – measured using the NPS methodology.

• Strengthening the Innovative Approach – Thanks to clearly defined values and transparent processes, an atmosphere has been fostered where employees are not afraid to come up with ideas for improvement.

• Strengthening Direct Distribution (increase of more than 30 %) through the implementation of regional strategies.

• Higher Engagement and Collaboration – Ongoing measurement shows an increase in employee satisfaction with company culture and values, especially in the areas of teamwork and innovation.

• Strengthening Direct Distribution (increase of more than 30 %) through the implementation of regional strategies.

Česká podnikatelská pojišťovna

Česká podnikatelská pojišťovna (ČPP) is a key player in the Czech insurance market. It specializes in providing a wide range of insurance products for individuals and businesses. With more than 1 million clients, it is one of the fastest-growing insurance companies in the Czech Republic. Thanks to an extensive network of branches across the country and the professional approach of its employees, ČPP has built a reputation as a reliable partner.