An informal conversation followed by an opened Q&A session with Prashant Bhat who reports directly to Karen Kocher and he will share insight on her featured article, “Karen Kocher: KISS and Tell at Cigna” in January 2014 CLO magazine.

In the January 2014 CLO magazine featured article, Karen mentioned that Cigna built a future-facing capability maturity model focused on 10 critical capabilities. These included customer focus, leadership, innovation, coaching, and data-based decision-making.

• Why did Cigna do this?
• For those organizations here today who would like to develop their own Capability Maturity Model, can you provide some insight as to how this model was developed?
• How does a large-scale development focus on this CMM work? How do employees know what learning is required and when?
• Can you take us through an example of the learning program for one of your capabilities?
• How do you measure your learning efforts?
• Operationally to support and execute to a maturity model strategy, what does your learning organization look like? How is it structured? Any nuances regarding tools or any other tips for supporting this type of maturity model?