Hugh Terry presented at the LIMRA conference on operating strategies in Bangkok on November 23-24, 2015. He discussed how digital thinking can unite sales and operations by making the customer the central focus. Customers now have digital expectations of always being connected, having access to information and each other through various devices. This multi-channel experience means customers use multiple touchpoints for both sales and service. Digital is transforming the insurance industry and how customers research and purchase policies across online and offline channels.

1. Hugh
Terry,
The
Digital
Insurer
Digital
Thinking
to
unite
sales
and
opera7ons
LIMRA
conference
on
opera7ng
strategies
:23-­‐24th
November
2015,
Bangkok
DIGITAL
=
CUSTOMER
CENTRIC
=>
SALES
∞
OPERATIONS
.QED?

2. About
The
Digital
Insurer
What
do
we
do?
• Provide
a
forum
for
professionals
interested
in
digital
insurance
• Our
aim
is
to
help
the
insurance
industry
to
take
full
advantage
of
digital
trends
and
technologies
• We
are
the
go
to
“des7na7on”
for
the
latest
thinking
and
the
digital
insurance
ac7on
&
thought
leadership
Our
digital
insurance
content
is
free
for
subscribers
and
supported
by
our
sponsors.
Join
more
than
7,000
others
@
the-­‐digital-­‐insurer.com
2

3. Discussion
agenda
1
Digital
and
the
case
for
change
2
Transforming
face-­‐to-­‐face
–
a
deeper
dive
3
Digital
Disrup7on
–
The
future
is
already
being
created
3
So
how
do
we
innovate?
4

4. The
Digital
RevoluWon:
“It
will
not
be
televised”
DIGITAL
CONVENIENCE
DIGITAL
CONNECTIVITY
DIGITAL
EXPECTATIONS
Always
on
Always
there
Universal
Almost
free
Access
to
informa7on
(Google)
Access
to
each
other
(Facebook)
Access
through
devices
(Apple)
Loca7on-­‐agnos7c
(cloud
services)
Data
“on
demand”
Desire
for
clarity
&
simplicity
Dialogue
not
monologue
Easy
to
promote
a
product
..
And
complain
4
Change,
Change,
Change….

5. 55
Our
digital
world:
very
new,
addicWve
and
diverse
Source:
The
Economist,
Qmee.com
New
&
Big
AddicWve
Diverse

6. 6
Welcome
to
digital
customers:
“they
are
mulW-­‐touch”
6
Myth
#1:
Digital
is
a
new
distribu7on
channel
Reality
:
Digital
enables
customer
(&
distributor)
engagement
Online
Face
To
Face
Phone
The
mulW-­‐channel
customer
is…
Beaer
informed
More
demanding
Uses
mul7ple
customer
touch
points
for
both
sales
&
services
Increasingly
starts
on-­‐line
Will
jump
channels
at
any
point
–
catch
them
if
you
can!

7. 7
7
Source:
Swiss
Re
Sigma
02/14
7
The
cross
channel
journey
”mono”
communica7on
channels
are
going
the
way
of
the
dinosaur
Online
search
Compare
quotes
Browse
reviews
Targeted
advert
Receive
quote
Check
with
friends
Buy
online
Text/email
confirma7on
Online
customer
survey
Fill
out
on-­‐line
claim
request
Post
ra7ng
and
review
Tweet
review
Like
Renewal
no7fica7on
Tweet
review
Referrals
to
family/friends
Follow-­‐up
call
Buy
through
agent
Approach
agent
Product
related
call
Request
further
informa7on
Report
claim
Gather
InformaWon
Seek
advise
Purchase
policy
Ader
sales
service
Make
claim
Internet
Mobile
Social
media
Agent/broker
Call
center
Retail
branch/
bank
Note:
The
red
line
shows
an
example
buying
journey
ini7ated
by
a
mobile
advert,
and
the
blue
line
a
purchase
experience
via
online
search.

8. 8
8
MulWple
sources
of
informaWon:
but
digital
has
won
Source:
Swiss
Re
Sigma
02/14
8
Sources
of
advice
on
insurance
Percent
of
survey
respondents
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1
2
3
4
5
6
7
8
1
2
3
4
5
6
7
8
Emerging
Asia
Developed
Asia
Legend:
1. Internet
2. Family
friends
and
colleagues
3. Insurance
agent
4. TV
5. Bank
6. Independent
financial
adviser
7. Internet
enabled
mobile
phone
8. Social
media

9. 3
core
strategies
Transform
exis7ng
face-­‐to-­‐
face
models
2
Create
or
par7cipate
in
new
models
3
Manage
exis7ng
models
for
profit
1
9

10. The
Digital
Advisor
Business
Model
10
2

11. Trust
is
at
the
heart
of
insurance
Rely
on
agent
rela7onships
Insurance
brand
is
a
hygiene
factor
in
the
sales
process
As
customer
research
on-­‐line
trust
will
need
to
be
developed
and
leveraged
on-­‐line
Trust
must
be
earned
&
reinforced
at
every
interac7on/touch
point
Great
insurance
advisors
-­‐
always
in
demand
Lack
of
standardiza7on
in
training,
performance
management
&
coaching
Result
:
variable
quality
of
advice
and
low
produc7vity
resul7ng
in
high
agent
turnover,
low
policy
persistency
When
customers
research
online
they
will
research
their
advisors
as
well….
Less
7me
face-­‐to-­‐face
–
but
no
less
important
(probably
more
so)
Insurance
advisors
need
to
be
more
mobile
(digitally
&
physically)
Digital
will
transform
&
standardize
key
management
processes
Customer
service
mafers
Nearly
100%
reliant
on
the
advisor
Back
office
is
…
back
office
Mobile
technology
provides
opportuni7es
for
cost
effec7ve
customer
service
differen7a7on
Push
based
communica7ons
can
be
used
to
reconnect
with
customers
Myth
#2:
Digital
changes
the
way
insurance
is
sold
Reality:
Digital
strategies
must
incorporate
the
fundamentals
Current
Agency
Paradigm
Digital
impacts
Back
to
basics:
Digital
Advisor
strategies
need
to
leverage
insurance
fundamentals
11

12. Customer
Portal
/
App
Policy
Systems
Advisor
Portal
Lead/Prospect
Management
Sales
OpportuniWes
The
Digital
Advisor
Business
Model
Tablet
12
Digital
TransformaWon
of
face-­‐to
face
Digital
Opportuni7es
1.
More
Leads
2.
Beaer
service
3.
Beaer
selling

13. Customer
Portal
/
App
Policy
Systems
Advisor
Portal
Lead/Prospect
Management
Sales
OpportuniWes
Tablet
Improved
selling
3.
“connecWng
the
eco
system”
13
3

14. Present
creden7als
(materials)
Iden7fy
needs
Produce
quotes
and
help
to
close
Easy
proposal
submission
Tablet
FuncWonality:
Should
be
focused
on
the
customer
Must
be
designed
for
advisors
to
connect
with
customers
Easy
to
use
with
a
“wow”
factor
that
encourages
use
with
clients
Great
usability
is
cri7cal:
engage/delight
customers
&
advisors
Usability
is
the
Key
Success
Factor
POS
Tablet
sales
toolkits:
“business
as
usual”
in
most
markets
within
53
years?
14

15. 1. Enable
lead
management
&
analy7cs
/
Predic7ve
analysis
2. Improved
compliance
to
sales
best
prac7ce
(&
regulatory
requirements)
3. Back
office
produc7vity
from
digital
proposals
7
OTHER
BENEFITS
AFTER
SUCCESS
POS
tablet
sales
toolkit:
easy
business
case
PRIMARY
BENEFIT
Improved
Sales
effec7veness
through
a
beaer
customer
experience
MEASURED
BY:
High
tablet
usage
from
Advisors
Increased
sales
produc7vity
per
month
• More
efficient
• Faster
&
more
accurate
(clean
policies
in
a
day)
4. Reduced
overheads:
premises
&
technology
costs
5. Business
intelligence
6. Recruitment
training
(and
hiring)
tool
7. Plaporm
for
more
automated
underwri7ng
• Benchmarking
data
• Usage
data
• “Bigger”
data
15

16. AIA
case
study:
iPoS
regional
digital
transformaWon
16
4
Key
differen7ators
Off-­‐line
model
100%
availability
“Any
7me,
Anywhere”
Advisor
“digital
briefcase”
AIA’s
Regional
Journey
August
2012:
First
launch
in
Singapore
Jan
2014:
Rollout
Across
10
markets
completed
2014
first
bank
partner
moves
to
100%
tablet
sales
2015
and
beyond:
Elevate
iPoS
to
a
total
mobile
office
16
3.
InteracWve,
intuiWve
2.
NaWve
App
on
a
tablet
§ Ease
of
use
§ A
new
customer
experience
§ High
adop7on
by
advisors
§ Independence
from
internet
connec7on
§ Fast
and
uninterrupted
service
§ Lightweight
device
1.
FuncWonally
complete
§ Paperless
sale,
incl.
eSignature
§ Structured,
needs-­‐based
sales
process
§ Straight
Through
Processing
4.
Regionally
deployed
§ In-­‐house
development
team
in
China
§ Regional
standards
with
localisa7on
§ Rapid
deployment

17. AIA
Case
study:
usability
=
funcWon
plus
form
17

18. AIA
Case
study:
benefits
18
Fast
turnaround
Agents’
producWvity
§ Complete
and
pre-­‐validated
documenta7on
§ Instant
underwri7ng
decision
§ Straight
Through
Processing
§ More
effec7ve
customer
mee7ngs,
less
mee7ngs
with
one
customer
§ Enhanced
mobility,
see
more
customers
§ Address
mul7ple
needs,
higher
case
size
Customer
experience
§ Interac7ve,
progressive
buying
experience
§ Explore
more
op7ons,
deeper
conversa7ons
§ Enhanced
customer
engagement

19. 191919
AIA
case
study:
impressive
results
High
usage
in
a
short
Wmeframe
Increased
ProducWvity*
*iPoS
advisor
versus
non-­‐iPoS
advisor
““I
would
not
do
much
differently.
iPoS
is
very
successful
in
the
way
we
manage
it,
roll
it
out
and
con7nuously
improve
it.
However,
we
were
ini7ally
overwhelmed
by
the
success
of
iPoS
and
didn’t
have
enough
scale
and
capacity.
Next
7me
I
would
react
quicker
and
be
more
decisive
on
adding
resources
to
such
a
program.”
AIA
Director
leading
the
development
If
AIA
could
do
it
again
Sales
Per
advisor
+19%
No
of
cases
+20%

20. Lead/Prospect
Management
Sales
OpportuniWes
More
leads
Managing
the
sales
funnel
Co-­‐partnership
models
for
lead
genera7on
Apps
to
generate
leads
from
the
“digital
cafes”
Analy7cs
has
an
enormous
role
to
play
Get
the
lead
to
the
right
person
at
the
right
7me
Lead
management
systems
to
manage
mul7ple
leads
,
measure
ROI
and
promote
beaer
prac7ces
Digital
Marke7ng
offer
engines
Business
outcome:
• More
leads
• Beaer
quality
leads
20
1

21. Befer
customer
service
Customer
portal/app:
An
on-­‐line
marke7ng
capability
for
customer
engagement
leading
to
cross
sell
/
up
sell
opportuni7es
1
Build
a
digital
“eco-­‐system”
around
legacy
policy
systems
to
treat
customers
like
customers
2 Customer
experience
centre:
Mul7
channel
customer
support
to
connect
customer
interac7ons
–
a
digitally
assisted
customer
service
revolu7on
(the
engine
room
for
conver7ng
“data
into
business”)
3 Advisor
portal:
Customer
data
and
advisor
performance
at
your
finger
7ps
Business
outcome:
Building
deeper,
richer
and
beaer
rela7onships
with
customers
and
advisors
Facilitate
and
co-­‐partners
the
advisors
to
beaer
meet
customer
needs
Allow
“farming”
as
well
as
“hun7ng”
Customer
Portal
/
App
Customer
Experience
Centre
Policy
Systems
Advisor
Portal
21
2
Tablet

22. MulW-­‐Touch:
a
long
way
to
go
in
Asia
22
2
Source:
Ep7ca
Survey
of
10
health
insurers

23. MulW-­‐Touch:
email
response
Wmes
–
slower
than
post?
23
2
Source:Ep7ca
Survey
of
10
health
insurers

24. 24
What
changes
:
How
do
sales
and
operaWons
work
together?
• Reinvent
how
func7onal
areas
work
together
• Common
theme
around
the
customer
New
Philosophies
• More
collabora7on
and
more
structured
Project
management
New
Rules
(Governance)
• Use
produc7vity
tools
to
transform
the
day-­‐to-­‐day
work
• Insurers
will
need
to
hire
externally
and
collaborate
with
other
companies
to
access
new
skills
• Internal
skills
need
to
be
upgraded
New
Tools
New
Skills

25. 25
Digital
change:
All
areas
are/
will
change
Training
• Training
&
knowledge
on
demand
• Video
–
everyone
a
trainer
Sales
• Process
standardisa7on
• Management
by
metrics
Customer
Service
• No
more
back
office
• Engage
and
cross
sell
Technology
• Agile
and
in
the
cloud
• Front-­‐end
components
MarkeWng
• Now
an
opera7onal
unit
• Management
by
metrics
UnderwriWng
• Much
more
straight
through
• Faster
to
change
Process
&
Knowledge
• Need
to
invest
• Make
it
engaging
Actuarial
• Dynamic
pricing
• Lead
data
analy7cs
–
or
get
let
behind?

26. 2626
Comms
tools
:
FWD
use
Whatsapp
Real
Wme
Training
&
SupporWve
Community
On-­‐line
Knowledge
base
with
FAQ’s
Support
via
community
forum
“chic,
cool
and
colourful”
Do
you
have
an
open
plaporm
tool
to
connect
your
sales
people?

27. The
Social
Enterprise
:
YAIA
use
Yammer
27
“Facebook”
for
the
enterprise
For
AIA
started
as
a
Prophet
user
group
Now
covers
13,500
people
Social
Enterprise
=
Knowledge
+
Comms
+
Fun
Has
your
company
gone
social?

28. Video
Tools
:
Become
a
video
company
for
US$300
28
Does
you
company
use
video
regularly?
Webinars
+
conferencing
@
<
US$100
per
month
World
class
video
hosWng
@
<
US$100
per
month
Training
videos
@
<
US$100
per
month

29. Process
mapping
:
Visio
–
not
new
29
Why
bother?
Drive
a
consistent
customer
experience
Communicate
with
all
stakeholders
Create
a
training
base
The
business
advantage
:
process
connects
people
to
technology
Do
you
have
a
dedicated
process
team?

30. Digital
DisrupWon
&
InnovaWon
30
3

31. 31
31
How
far
could
bank
disrupWon
go:
and
what
about
insurers?
31
FT HEADLINE: “MCKINSEY WARNS BANKS FACE WIPEOUT
IN SOME FINANCIAL SERVICES”
Source:
Financial
Times,
30th
September
2015
-­‐
quo=ng
from
McKinsey
annual
global
banking
review
OriginaWon
&
sales
acWviWes
US$1.7
trillion
revenue
22%
ROE
Balance
sheet
provision
US$2.1
trillion
revenue
6%
ROE
“A
high
stakes
struggle…
Either
banks
fight
for
the
customer
rela7onship,
or
they
learn
to
live
without
it
and
become
a
lean
provider
of
white-­‐labelled
balance
sheet
capacity.”
V’s
No
surprises:
under
aaack
from
digital
disruptors
e.g.
predic7ng
profits
from
car
loans
and
credit
card
loans
to
fall
by
60%

32. 32
32
Transforming
insurance
distribuWon:
banking
is
moving
faster
32
6
7
8
9
10
1
2
3
4
5
Top
10
US
retail
mortgage
originators
in
Q1
2015:
Wells Fargo $28.4bn
Quicken Loans $19.3bn
Bank of America $13.7bn
Chase $10.0bn
PHH $8.8bn
Citi $6.4bn
loanDepot.com $5.8bn
Guaranteed Rate $4.2bn
Freedom Mortgage $3.6bn
US Bank $3.2bn
NON-BANKS ORIGINATED
OVER HALF OF NEW
MORTGAGES IN Q1
2015
IN 2010 THEY
ORIGINATED LESS THAN
10%
Source:
Inside
Mortgage
Finance,
Financial
Times,
2015

33. Would
a
new
entrant
establish
a
distribuWon
centric
model?
Agency
Channel
Incumbents
have
scale
Opera7ons
are
complex
and
inefficient
Models
don’t
deliver
value
to
the
consumer
on
the
investment
component
Part-­‐7me
sellers
–
very
hard
to
manage
Low
produc7vity
Product
range
is
too
narrow
Bancassurance
Has
a
lot
of
advantages
but….
Banks
have
consistently
chosen
$$
over
customer
centricity
Lacks
the
personal
touch
on
servicing
Technology
hard
to
deploy
in
banking
environment
Agency
is
a
cash
cow
that
needs
renewal
Bancassurance
is
an
increasingly
expensive
game
–
and
banking
is
going
digital
ExisWng
models
are
ripe
for
disrupWon:
A
personal
view
for
life
insurance
industry
In
Asia
33

34. There
are
untapped
opportuniWes
around
the
world
Seriously
shopped
but
didn’t
buy
life
insurance
(10%)
Didn't
shop
for
life
insurance
(78%)
Seriously
shopped
and
bought
life
insurance
(12%)
Buyers
and
non-­‐buyers
of
life
insurance,
US
households(%),
2011
Can
digital
strategies
change
the
paradigm
that
“life
insurance
is
sold
not
bought”?
Chart
Source
:
To
Buy
not
to
buy
life
insurance,
LIMRA
2011.
Extracted
from
Swiss
Re
Sigma
06/13
.
*Swiss
Re
Asia
Pacific
Mortality
Protec7on
gap
2015
34
78%
12%
10%
US$55
trillion
Protec7on
gap
in
Asia*

35. 35
35
Transforming
insurance:
Acknowledging
innovaWon
Source:
Transforming
Insurance,
KPMG
Interna7onal,
2014
&
The
Insurance
Innova7on
Impera7ve,
KPMG
Interna7onal
2015
35
Acknowledge
the
challenges
Seize
the
opportunity
65%
Regulations high costs &
margin erosion
45%
48%
83%
future success =
ability to
innovate
business models
disrupted

36. 8
Digital
distribuWon
models:
breaking
down
the
value
chain
36
Acquire
New
Customers
Selling
to
Customers
Servicing
Customers
Taking
Product
Risk
2.
Bancassurance
Insurer
Bank
1.
TradiWonal
Agency
Insurer
3.
Digital
/
Direct
Insurer
5.
Digital
Managing
Agents
Single
Insurer
4.
Price
Comparison
Sites
Mul7ple
Insurers
6.
Digital
Broker
Mul7ple
Insurers
7.
Digital
Affinity
Mul7ple
Providers
Affinity
Partner
8.
Product
eco-­‐systems
Insurer(s)
36
the
insurer
Maybe
the
insurer
NOT
the
insurer
Owned
by

37. 37
Digital
DistribuWon
around
the
world
Acquire
New
Customers
Selling
to
Customers
Servicing
Customers
Taking
Product
Risk
3.
Digital
/
Direct
Insure
4.
Price
Comparison
Sites
MulWple
Insurers
5.
Digital
Managing
Agents
Single
Insurer
Affinity
Partner
7.
Digital
Affinity
MulWple
Providers
1.
TradiWonal
Agency
Insures
2.
Bancassurance
Insure
Bank
8.
Product
eco-­‐systems
Insure(s)
6.
Digital
Broker
MulWple
Insurers

38. Started
in
November
2013…
First
online
insurance
seller
in
China
USD
128
million
premium
income
630
million
insurance
policies
150
million
customers
…and
raised
US$1bn
of
funding
in
2015
Advanced
cloud
compu7ng
system
Selling
its
#1
product
through
C2C
Taobao
B2B
B2C
Cross-­‐industry
cooperaDon
Major
shareholders
are
Alibaba,
Tencent
and
Ping
An
Source:
Zhong
An,
2015
…
by
the
end
of
2014
Direct
Insurance
/
Digital
Affinity:
Zhong
An
Region
-­‐
China

39. Region:
North
America
Agency
Model:
Sureify
3939
Background
Lifestyle
op7on
Discounts
for
healthily
lifestyle
Term
Life
+
telema7cs

40. Region:
United
Kingdom
Agency
Model:
Beagle
Street
4040
Background
8%
of
new
business
in
UK
from
this
company
Online
recommenda7ons
Bereavement
counselling
Term
Life
with
great
experience

41. Price
Aggregators:
CoverHound
Commentary
&
insights
CoverHound
provides
a
one-­‐stop
&
consistent
fulfillment
experience
across
mul7ple
insurers
Strong
CoverHound
User
experience
includes
quick
quote
and
an
element
of
simple
“gamifica7on”
to
encourage
users
to
get
discounts
by
providing
more
informa7on
Moving
into
small
business
commercial
insurance
with
ACE
7e
up
Background
Founded
in
2010
as
a
one-­‐stop-­‐shop
for
auto
insurance
covering
price
comparison
and
purchase
Aggregator
“plus”
model
that
includes
the
customer
fulfillment
process
up
to
policy
issue.
Now
covers
home,
car
and
motorbike
insurance
Website
redesign
in
2013
increased
website
conversions
by
33%
and
won
it
the
coveted
Stevie
award
that
year
US$14
million
raised
from
venture
capital
in
March
2015
ater
Google
partnership.
Addi7onal
US$33
million
from
Ace
in
September
2015
for
expansion
into
commercial
insurance
Region:
United
States
41

42. CoverHound
–
Engaging
design
Email
delivers
a
comparison
guide
with
opWons
to
buy
Discounts
have
element
of
“gamificaWon”
Customer
centric:
dial
“pricing”,
mobile
friendly
and
call
in
42
Email
delivers
a
comparison
guide
with
opWons
to
buy
Quick
Quote
via
Twifer

43. Commentary
&
insights
Excellent
example
of
“service
for
Free”
model
disrup7ng
two
industries
(HR
sotware
and
employee
benefits)
Window
of
opportunity
was
Affordable
Care
Act
that
simplified
ra7ng
for
health
insurance
for
small
companies
Not
so
“Zen”
–
very
public
argument
regarding
use
of
ADP
payroll
accounts
Suite
of
HR
services
Background
Fastest
growing
SaaS
business
ever
Offering
free
HR
sotware
plaporm
and
integra7on
to
third
party
services
in
return
for
insurance
on
employee
benefits
Focused
on
SME’s
Just
raised
US$500
million
on
US$4.5
billion
valua7on
Revenue
target
of
US$100
million
by
Jan
2016
Region:
North
America
Broker
Model:
Zenefits
4343

44. Crystal
clear
and
compelling
proposiWon
TesWmonials
Online
employee
filing
cabinet
100%
paperless
benefits
enrolment
Automated
onboarding
Zenefits:
customer
focus
reaps
rewards
4444

45. Affinity
model:
Tune
Insurance
Digital
affinity
–
capturing
value
in
Travel
insurance
Background
Tune
Insurance
(now
Air
Asia
Insure)
provides
insurance
solu7ons
to
AirAsia
–
the
regions
largest
low
cost
carrier
More
than
5
million
travel
insurance
policies
are
sold
each
year
Incremental
capturing
of
value
as
moved
from
Agent
to
reinsurer
to
insurance
carrier
resul7ng
in
successful
IPO
with
Market
capitalisa7on
of
Approx
US$400
million
Commentary
&
Insights
On
line
flight
purchase
experience
Opt
out
approach
drives
take
up
rate
in
excess
of
20%
Nearly
100%
digital
model
ensures
profitability
and
scalability
to
meet
demands
of
enterprise
level
Investment
in
middleware
allowed
Tune
to
deliver
a
cost
effec7ve
and
customer
friendly
solu7on
Region:
Asia
4545

46. Sale
bundled
with
flight
Wcket
Opt
out
selling
Digital
Customer
services
Value
of
insurance
reinforced
upon
opt
out
Selling
the
benefits
Smooth
Sales
fulfilment
with
a
model
nearly
100%
digital
Tune
Insurance
4646

47. Looking
ahead
47
Where
could
the
seeds
for
future
disrupWon
occur?
New
Entrants
Digital
only
companies
–
Google,
Facebook
,
Amazon
,
Baidu
Industries
with
digital
customers
–
airlines,
telcos,
supermarkets
Customer
engagement
Avatars
and
machine
intelligence
for
insurance
advice
Insurance
bundled
into
more
interes7ng
products
Digital
rela7onship
building
Data
and
Devices
Telema7cs
and
IOT
for
cars,
homes
and
people
Devices
to
reduce
risk
Value
of
data
–
a
new
currency
How
to
analyse
data.
how
to
augment
data
Digital
will
redefine
our
industry
.
It
is
early
days..

48. How
do
we
Innovate
in
insurance?
48
4

49. 49
49
Our
industry
is
on
the
move
Source:
Survey
of
280
global
C
Suite
execu7ves
for
«
A
New
World
of
Opportunity:
The
Insurance
Innova7on
Impera7ve,
KPMG
2015
49
How
fast
can
we
move?
At
our
fastest
is
it
s7ll
too
slow?

50. Digital
innovaWon
in
distribuWon:
what
ingredients
are
needed?
50
• Customer
at
the
heart
of
the
process
• “Outside-­‐in”
approach
to
ini7a7ves
• Respect
customer
choice
• Distribu7on
partners
• Tech
partners
• Marke7ng
partners
• Eco-­‐system
models
1.
Customer
Centric
2.
CollaboraWve
ü
ü
5.
Data
centric
&
scalable
opera7ng
models
leveraging
technology
plaporms
4.
New
challenger
brands
–
disrupt
own
business
if
necessary
3.
Agile
frameworks
and
mindsets
6.
Strong
internal
support
for
a
clear
plan
with
risk
mi7ga7on
via
pilo7ng
Enablers

51. Trust
is
at
the
heart
of
insurance
Great
insurance
advice
-­‐
always
in
demand*
Customer
service
really
mafers
Digital
TransformaWon:
our
opportunity
to
return
to
the
basic
“DNA”
of
insurance
51
*
and
digital
avatars
will
be
part
of
this
advisory
mix

52. Current
org
state:
will
it
work
in
our
digital
world?
52
CEO
DistribuWon
(CDO)
MarkeWng
(CMO)
Project
Management
Office
(PMO)
OperaWons
(COO)
Technology
(CTO)
Is
the
current
organizaWon
structure
broken?
Designed
for
“
business
as
usual”
not
constant
change
i.e.
s7fles
innova7on
Distribu7on
centric
Silos
of
power
Command
and
control
doesn’t
resonate
with
digital
na7ves
or
Gen
Y

53. OrganisaWonal
structures
for
insurance
innovaWon
53
Labs
• For
bets
on
ideas
not
yet
fully
formed
New
Business
Unit
• Centralise
digital
to
create
impact
• Digital
Centre
of
excellence
• Co-­‐opt
exis7ng
+
bring
in
new
staff
Partnerships
• Look
for
partners
with
connec7vity
and
selling
products
needing
insurance
• Venture
capital
and
private
equity
• Third
party
innova7on
centres
Innovator
Brand
• New
Digital
insurance
co
• Start
afresh

54. 54
Future
state:
the
new
best
pracWce
in
a
digital
world?
54
PMO
THE
CUSTOMER
Are
the
tradiWonal
power
centres
willing
to
give
up
some
power
for
the
collecWve
good?
Change
engines

55. 55
AddiWonal
info
on
The
Digital
Insurer
Contact
The
Digital
Insurer:
hugh.terry@the-­‐digital-­‐insurer.com
55
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forum
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Leadership
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• Sponsored
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• Conference
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• Consul7ng
services
Digital
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Library
&
Digital
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in
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• Library
-­‐
best
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digital
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Re
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a
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ini7a7ves
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