- Supplementary Resources
By the end of his first year as CEO, President and Chairman, Herb Allison had initiated a transformation at TIAA–CREF (Teachers Insurance and Annuity Association–College Retirement Equities Fund). Through an extensive self-evaluation process named Decisions 2003, the company had reviewed its relationships with its customers and redefined its goals and its culture, at least on paper. As conceptualized, the shift was profound—Allison and key managers had set a course to redirect one of the world's largest and most respected providers of pensions. Their goal was to transform the company to be a manager of customer relationships as well as a manager of assets.
Senior management recognized that implementing the Decisions 2003 recommendations would be a multi-year process. However, they felt that an immediate start was essential ...