Distribution

Blue Cross of California, Thousand Oaks, Calif., has expanded its physicians technology initiative to include 1,040 safety net physicians in California. Traditionally, safety net physicians provide care to the uninsured, poor and low-income patients, including those enrolled in the Medi-Cal and Healthy Families insurance programs.With an additional $2 million in funding, this technology initiative will help these physicians improve patient care, achieve greater efficiency and improve administrative functions. These new technologies are intended to provide greater access to information and data exchange via the Internet or wireless handheld devices.

For years, life insurance providers and their agents have relied on obtuse, text-heavy sales presentations to their individual customers. Too often, though, poor sales presentation tools fail to enlighten individuals concerning the magnitude of a life purchase.

WASHINGTON-- Millions of Americans buying health insurance on their own have a wide variety of products from which to choose, and most select plans very similar to the coverage available to working people in employer-sponsored groups.

Skilled drivers have fewer accidents. That's the logic behind a unique auto insurance program devised by Hibernian General Insurance, a Dublin, Ireland-based motor, home, farm and commercial insurance company that claims 26% of the Irish market.Launched in 2001, the program is called Ignition, and it targets inexperienced drivers with clean driving records who drive small cars. Those drivers who meet these criteria can receive auto premium discounts from Hibernian of 20% to 40% for successfully completing a one-day, advanced-driver training course, which is run by the U.K.-based Institute of Advanced Motorists.

It's no secret that for insurers, aligning technology staffs and business units into a full partnership has been challenging. Frederick Matteson, the newly appointed chief information officer for Novato, Calif.-based Fireman's Fund Insurance Co., isn't able to fully grasp the automation-related woes that have bedeviled insurers. That's because Matteson has deftly been able to avoid them himself.Having spent a number of years as an executive in the brokerage industry, Matteson championed the concept of total alignment between IT and business long before it became commonplace. A proponent of disciplined strategic scenario planning, Matteson has a keen sense of determining early on whether to expand or reduce a corporatewide initiative, including those centered on information technology.

In a legal battle stemming from actions Allstate Insurance Co. took in 1999 to launch its groundbreaking multi-channel sales strategy, a federal judge has absolved the company of age discrimination. But Allstate is not off the hook yet.The judge's ruling also has cleared the way for terminated Allstate agents to sue the Northbrook, Ill.-based carrier under class-action status for other charges, including breach of contract, breach of fiduciary duties and violation of other federal laws, including the Employee Retirement Income Security Act (ERISA).

The number of career agents-the largest distribution channel for life insurance-dropped significantly in a decade, down from 238,000 in 1990 to 178,000 in 2000. In addition, by 2010, 13.2% of the U.S. population will be 65 or older.These demographics present life insurers with product, distribution and operational challenges as fewer agents are available to sell new-sometimes complex-products to consumers who are planning for their retirement years.

Blue Cross and Blue Shield of Rhode Island needed to get a handle on lengthy call center calls, but not at the expense of reducing customer service. The Blues plan found a solution that accomplished these and other management goals.Time is a critical element of virtually every business process, but it is particularly crucial for customer service. When Providence-based Blue Cross and Blue Shield of Rhode Island (BCBSRI) decided to improve its call center operations, it established several goals, one of which was to reduce the average handling time per call by 20%.

A wise insurance executive-perhaps a chief information officer-once stated: "The strategies that worked for us in the past are the same ones that will cause us to fail in the future. That's because those strategies are only competitive for awhile."Carl Ascenzo, chief information officer for Boston-based Blue Cross Blue Shield of Massachusetts, didn't deliver this proclamation, but he easily could have. Over the years, in a career spent at Aetna Health Plan and PriceWater-houseCoopers before coming to BCBSMA, Ascenzo has seen things that were seemingly built to last fall by the wayside.

Barbara Piehler represents a new breed of corporate CIO, one that no longer requires extensive information technology experience. In the insurance industry, this trend has been reinforced recently through the appointment of several CIOs who have built their reputations on the business side of the industry.But, while many of these executives eventually blended IT with business competency prior to taking over as CIO, Piehler, who is senior vice president, information systems, and CIO for Milwaukee-based Northwestern Mutual Life Insurance Co., had only accumulated about a year of information systems' experience by the time she assumed the CIO position in October 2002.