Robert McIsaac

For insurers, thinking of the network of capabilities available in specific geographical areas can provide tangible advantages when it comes to delivering on the promise of major technological advances.

Being situationally aware and open to possibilities become the foundation for a world where successes breed future successes.

A recent study finds younger agents feel good about job security and their future economic prospects.

The majority of carriers have perfected looking at the world from the inside out, which may be fine in an era of limited change, but it is exactly the wrong response in a period of dynamic activity and shifting expectations.

Some carriers have recognized the challenge associated with attracting key talent to smaller markets and have taken the offensive to open satellite facilities that are in locations closer to where “the action” is.

Whether dealing with the end consumer or agents, insurers must be prepared to meet diverse standards for digital interaction.

As analytics and mobility become higher priorities, a new challenge will emerge: how to find and retain the best talent.

While many aging, generally mainframe-based systems, remain capable of supporting basic policy processing and accounting functions, the costs associated with enhancing them are becoming increasingly problematic.

When bad or unexpected or unusual things happen, the computer gives up control and hands it back to the now woefully unprepared occupant.

Documentation on aging systems often is akin to tribal knowledge, and the potential for things to go bump in the night increases as these environments face generational transition.

Insurers should note that customers are more willing than ever to divulge personal information for the promise of a better deal, an enhanced experience and better service.

We live in a brave new world now with digital devices and equipment surrounding us in a sea of capabilities that (generally) improve the quality of our experiences.

A trip to area hotbed of technological innovation calls into question the potential viability of insurers' legacy systems, operations and processes.

The rate of change is accelerating for demographics, technology and customer expectations.

Insurers across all lines of business increasingly recognize that their core systems are not able to properly position them to deal with imminent competitive threats.

For many carriers, these types of investment decisions are only made once or twice in a generation.

As the Millennial generation comes of age, they will demand fundamental changes — and others as well — from life insurers.

Preparedness is the only weapon against increasingly sophisticated security challenges.

Focusing on the lack of testing makes for snappy headlines. More importantly, though, it's an indication of systemic failures in the development process.

Accurately and consistently estimating the costs of major IT projects is critical for an IT department's and CIO's credibility.