As the insurance industry rapidly evolves in the digital age, CIOs are recognizing the crucial need to prioritize core policy transformation as a key agenda to stay ahead of the game. However, this topic is often dreaded due to its complexity, cost, and duration. With the advancement and innovation emerging at an unprecedented pace, CIOs are left wondering what options they have to tackle this challenge. In this blog, we'll explore possible solutions to core policy transformation.
Objectives of core policy transformation
When it comes to core policy transformation, there are several competing objectives that need to be addressed. This can often lead to complex priorities, and scope changes, and often leave the business displeased with the outcomes. Core transformation is a necessity due to one or more reasons listed below.
Core Policy Transformation
Core policy transformation can bring substantial benefits to insurers. These include:
Improved operating productivity and growth in gross written premiums through digital enablement.
An enhanced customer experience that leads to customer retention, and a positive impact on the bottom line. Providing personalized products and services can help build long-term relationships and foster customer loyalty.
Reduced technical debt can help reduce operational risks and create a more secure environment.
Reduced cost per policy and improved cost efficiency through IT streamlining and cost optimization.
Increased revenue and customer acquisition opportunities resulting from faster product launches, the introduction of digital channels, and improved responsiveness to customer and market demands.
Overall, core policy transformation can help insurers to stay competitive, innovate, and meet the changing needs of customers in the digital age.
The complexity of Core Policy Transformation
The primary factors contributing to the complexity of core policy transformation are insufficient documentation, data conversion and migration, integration & API management, data management, and scope creep. Success in this endeavor depends on leadership commitment, effective communication between business and IT, and transformation governance including organizational change management.
In my opinion, there exists a viable alternative. While the objectives and desired outcomes has to be well-defined, the approach to achieving them should not be rigidly predetermined. It is important to remain flexible and open to ideas and adopt a fail-fast approach.
Learning from Other Industries
Other industries provide notable examples of how to solve this issue. Major airlines with high operating costs, huge legacy infrastructure, and an aging workforce have established low-cost subsidiaries that provide a digital and self-service experience for digitally savvy customers. Similarly, leading tier 1 banks have established digital banking and onboarded new customers at a fraction of the original cost. Retailers have moved into online stores in addition to retail outlets and invested in a digital platform, such as a website, mobile app, or digital marketplace, to support the traditional business model while making operations more efficient and cost-effective. This allows them to retain their traditional customs while offering a nimble and agile service that meets the needs of their customers. Very few insurers are experimenting with this approach with huge potential and massive upside.
Benefits of the Alternative Approach to Insurance
Insurance also can follow a similar approach, while keeping the existing infrastructure and creating a new arm as a digital-only service without any baggage. Several reasons contribute favorably to this innovative approach.
With 60 to 70% of customers already being digitally savvy, insurers have a ready customer base to explore new segments and expand their business.
Digital technologies provide insurers with valuable customer insights, allowing them to offer more personalized and effective products and services.
Adopting digital technologies can significantly reduce the cost of customer acquisition and servicing, leading to improved profitability for insurers.
In addition to the benefits mentioned earlier, digital technologies can also play a critical role in streamlining the claims process. This can result in a faster and more efficient claims process, reducing the time taken to settle claims and improving customer satisfaction.
To embark on an alternative approach, insurers need to make key decisions, including:
Defining the desired outcome and expected results Choosing the appropriate architecture and technology (downstream data flow, integration, and data management) Identifying the right digital solution.
Deciding on internal and external adoption and change management approach.
Establishing methods for tracking and measuring business value
Evaluating internal competencies to ensure adequacy.
Assessing the capacity to manage change.
Lastly, determining the future-state operating and organizational model. In conclusion, insurers can learn from other industries and break away from conventional wisdom. This approach can result in a less stressful journey with quicker turnaround times and tangible results. The key to success is an agile and adaptive organizational culture, along with swift action to stay ahead of the curve and provide the best possible customer experience.