Insure Think

Insurers are now ingesting more data than they can swallow from a host of new sources. Making sense of that this mix is just the beginning.

As technology supplants old insurance jobs, new opportunities are available for enterprising individuals.

Not many teams win consistently with an inexperienced quarterback, and the same is true for insurance companies and project managers.

Insurance offers the perfect landscape for robotic process automation (RPA) because of the many repetitive tasks that form standard industry transactions.

Companies are lured in, spending oodles of money on functions and features they don’t really use to their full advantage early on in the transformation process.

As analytical efforts mature at an organization, it becomes increasingly important to build cross-functional teams in which data science is the primary focus and tool.

Although access to markets is more readily available, consumers still seek advice and guidance from agents before making policy decisions.

Carriers should expect some agent skepticism whenever they announce the intent to modernize or replace their core systems, and proactively take steps to improve the acceptance.

There will always be a place for independent agents, but carriers will move forward with those that can leverage technology to provide ongoing value.

DARPA predictions include the possibility that devices or applications will be capable of being launched by human thoughts.

Insurers have never been in a better position to be able to tailor messages or offers to prospects based on their behavior.

Blockchain is likely to play a major role in the reshaping of insurance, but many carriers are still in learning mode.

Truly infusing an insurance organization with data-driven decision-making cannot start with hiring external employees and building stand-alone departments. It must start with frontline employees.

Several large insurers have been asked to rationalize their use of occupation in setting auto insurance rates, reports The Wall Street Journal.

There has been a great deal of press and research released in the last several months that have begun to question the how and the when of the advanced safety systems that have begun to make strides within the market. Specifically, what percent of the overall vehicle fleet/auto claim count now has these systems; how well do these systems work in reducing both loss frequency and costs; and when can the industry expect to see measurable impact in both frequency and costs?

Within companies transitioning to analytics-driven organizations, there are significant opportunities for frontline insurance professionals who can develop their data analytics knowledge and bring data-driven decision-making to their work and effectively collaborate with data scientists.

It's not just for software engineers.

Underwriting is at the core of the insurance business. Its evolution to incorporate other critical functions means that underwriters in the future will be well positioned to contribute greater business value to their companies.

Taking pride in operational excellence speaks volumes to the technology challenges many insurers face as they evaluate aging systems that can’t perform to the customers’ expectations.

Long considered laggards in the digital economy, the insurance industry is beginning to make up for lost time.

UK's Admiral Group quickly scuttles plan to supplement quoting with information from Facebook after privacy concerns raised.

There is clear upside in the evolution of the underwriting function away from its traditional transactional focus toward a more strategic and customer-focused orientation. (Part 1 of a series).

Many carriers are either undergoing or have completed core replacement projects, while at the same time facing a talent crunch.

When it comes to launching an internal startup such as an insurtech operation, a separate organization, with its own culture, is needed.

As big data spreads to more core insurance operations, data scientists will increasingly rely on leaders in traditional insurance roles to identify areas where data analytics and expensive modeling tools can have the greatest impact on business outcomes.

The means used to mount the October 21 attack highlights vulnerabilities that insurers must recognize as they build their IoT plans and initiatives.

Women’s secret to success is in striking a balance between superior performance at work and the ability to network with influencers who can help you.

Companies that don't find incumbents to partner with them face a tough road.

For the first time, we have tangible evidence that insurers and their business partners are willing to do more than “talk the talk” regarding their ability to become a true, innovation-driven industry.

The challenge for insurance companies is that tech talent is a precious commodity, especially at a time when moving into the digital realm and exploiting data analytics is crucial to success.

Broad-based organizational change isn’t easy, but an articulated sense of purpose gives insurers a powerful tool for driving through resistance to change.

The mix of vehicles with autonomous and semi-autonomous features, and the evolution of the artificial intelligence systems guiding the automation, mean insurers are in for a long period of change.

It may be surprising that there was automated underwriting 25 years ago.

For a better customer experience, insurers should take a look at customers' travels through their processes.

Insurer's conversion to Salesforce prevents end users from having to improvise ways to cobble together data.

Whatever a company’s stated purpose, well-designed end-to-end experiences are essential to bringing it to life operationally.

As some insurers cling to the classic “if ain’t broke, don’t fix it theory”, IT executives face added pressure to update core.

Remarks at a Monte Carlo conference indicate the search giant is looking again at the insurance industry.

As automation increases, it’s not that jobs will be entirely eliminated, it’s more likely that jobholders will see the nature of their tasks shift away from repetitive tasks and toward people-oriented tasks.

Seizing the opportunity will require new ways of thinking, radically different operating models and entirely new capabilities--especially in the realm of customer experience

Insurers are responding to the increased frequency and complexity of cyber threats by inadvertently putting higher security burdens on customers when they release new digital tools.

Insurers can benefit from a re-orienting of traditional markers of business success for the digital age.

Insurers of all sizes are being forced to recognize and act on one of the greatest opportunities to date: to attract, source, train, develop and retain workers with skills in advanced computing.

The reality is the market for core system replacements is shrinking.

The challenge for insurance IT managers is to sell their workplaces and companies as cutting-edge opportunities for IT professionals.

VR can be leveraged to learn, travel, educate, and share experiences with others.

Many organizations, especially insurance companies, have been attempting to straddle the (little-D) "delta" between enormous stores of legacy assets and 2010s-era digital demands in recent years.

Teams that only look at time and budget inevitably end up with a significant backlog of functionality and tech debt that may or may not be funded and addressed.

Insurance technology is increasingly resembling that of the Amazons, Googles and Facebooks of the world – responsive, smart and adapting from sub-second to sub-second to changing realities.

With all the attention and funds now being poured into insurance industry innovation, software providers must help insurers “get ready" before it's too late.

The insurance industry has witnessed particular trends in innovation that highlight a unique claims approach.

The sweet spot for insurers' online distribution efforts and startups looking to innovate may be the small business insurance market, study finds.