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EMBRACING ACCELERATED DIGITALISATION IS CRUCIAL FOR INSURANCE: HERE’S WHY

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By James Hall, Commercial Director at Doxim

 

The events of the past year or so have seen an unprecedented acceleration of digital transformation within organisations. In fact, research from cloud communication platform Twilio, shows COVID-19 accelerated companies’ digital communications strategy by a global average of 6 years, with 5.3 years the UK average. Additionally, 96% of UK enterprise decision-makers believe the pandemic sped up their company’s digital transformation, and of these 66% said it did so ‘a great deal’. This change has impacted the way companies operate internally, especially as staff were forced to rapidly adapt to remote work, and change the way they communicate with customers.

The insurance space is no exception. Even as insurers were paying out billions of pounds in claims as a result of COVID-19, they were having to grapple with a drastically altered working environment and find new ways of engaging with customers. As vaccines continue to roll out and life becomes increasingly normal, however, they need to be aware that there’s no going back. According to a recently released report from Accenture, digital insurance and distribution in the UK will put a £8.3-billion dent in the revenues of insurers that cannot keep up with the pace of technological change by 2025.

It’s therefore critical that insurers embrace digital transformation. And while it is an ongoing and evolving process which impacts the entire organisation, the best place to start is with customer communication.

 

CX and digital transformation 

That’s because customer communication is critical to creating a great customer experience (CX) which, ultimately, should be at the heart of any digital transformation initiative. So much of CX is about the relationship between a company and its customers and it’s impossible to build a relationship in silence. That’s especially true in a world where 73% of customers expect companies to understand their needs and expectations. It should hardly be surprising then that 95% of customers are looking for some degree of proactive communication from the companies with which they do business.

And yet, most insurers traditionally fail to speak to their customers in any meaningful way.

Stats show that more than 90% of insurers worldwide do not communicate with their customers even once a year and that 20 to 40% of their customer base will not receive a single communication all year. There’s no reason this should be the case.

 

The power of CCM 

Insurers have much larger amounts of data on their customers than most other industries.

Combined with a powerful customer communication management (CCM) platform, insurers can use this data to create a massively improved experience for their customers. Using a CCM platform, insurers can send messages that are tailored according to customers’ needs and preferred platforms (web, email, SMS, print) and devices (mobile, laptop, tablet, PC).

CCM platforms also mean that messages received by a customer provide not only the needed information but take into account the entire context of the interaction which includes customer profile (e.g. lifestyle and life-stage needs), history of online activity, and personal preferences. That’s particularly important for insurers, where keeping up with a customer’s changing needs is critical to giving them the best product and experience possible. CCM platforms also allow insurers to more efficiently deal with customer queries, as well as reduce the cost of sending, storing, and managing customer documents.

A CCM platform is pivotal for managing the transition from print to digital in customer communication. Whether a result of legacy decisions or chasing the lowest price, many insurers expend unnecessary time and energy managing multiple vendors for print and digital communication. Consolidating all customer communication onto a single platform from one vendor can save significant time and money and allow valuable resources to focus on growing the core business. While print communications won’t go away completely, it’s important to acknowledge that consumers are choosing digital, so organisations can only benefit from providing digital and doing it well.

Perhaps most importantly, however, a CCM solution can help insurers achieve a great digital experience by creating, sending, and storing customised messages and providing consistency across all the channels that customers interact through. In addition, it enables the organisation to leverage the data on hand to generate highly personalised offers that are relevant to each customer’s needs and lifecycle stage. A good one will also cater to each of the insurance customers’ accessibility needs. All of these factors have been brought to bear in the Doxim CCM solution, which is currently being launched in the UK.

 

Forget fear, embrace opportunity 

While some insurers might find digital transformation scary (“this is the way we’ve always done things” is an easy mindset to get stuck in), it’s clear that they need to move beyond that fear if they’re to remain competitive going forward. But they also need to be clear about the fact that digital transformation isn’t just about adopting new technologies. Rather, it’s about using digital tools to create the best possible experience for customers. Starting with customer communication is the best way to do so and a CCM platform is one of the most powerful enablers of this customer-centric approach to digital transformation.

 

Business

JUMP-STARTING PROCUREMENT TRANSFORMATION WITH A CLEAR AND REALISTIC PLAN

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by Alex Klein, COO at Efficio Consulting

 

Following a period of ongoing economic uncertainty, business spend has risen high up on the C-Suite agenda, with the procurement function shifted into the hot seat as the enablers of not only rapid cost-cutting but future profitability. In fact, according to Efficio’s experts and authors of recently released PROFIT FROM PROCUREMENT, companies that break down the silos between departments and effectively optimise the procurement function can expect to add 30% to their bottom line.

But where to begin? In order to successfully embark on a roadmap to profitability, a concrete and realistic plan must be put in place – one that has clear objectives and actions agreed amongst all involved. Unfortunately, this is not something that can be achieved overnight. As with anything worth having, this involves a program of gradual transformation and is likely to take no less than 18 months to really drive an impact. With a long lead time to success, the CPO must ensure that the program makes the desired splash – proving its value and keeping internal stakeholders engaged throughout. This requires a plan that will have a high impact, high visibility, cross-functionality, and be fully resourced. Only then can procurement’s profit potential be truly unleashed.

 

Take a step back and listen

When embarking on a Procurement Transformation mission, getting to know the key stakeholders involved will be a crucial first step to getting the project off the ground. Whether that be the CEO, CFO, functional heads, or business unit heads – the CPO must take the time to listen and understand their expectations, needs, and requirements before a vision for the road ahead can be formed.

Suppliers are often forgotten in this mix, yet they are equally as crucial. Questions need to be asked, such as – what improvement options do they see? How could they help us to reduce cost? And how can we help them in return? What each stakeholder wants from procurement, and where they see value will likely differ, so it is important to have all cards on the table upfront. Not only should these considerations sit at the heart of your plan, but they can actually assist in making it a reality.

 

Determining the desired outcomes

Next up, and at the top of the pyramid that comprises your plan, needs to be a clear vision. Whilst the outcome of your efforts may seem pre-defined – such as, to cut costs and release profitability – the scope of this can span as wide or as narrow as you’d like. Now is the time to consider how far you want to stretch this outcome, and the only way to determine this is to ask yourself, “what does the next level of procurement look like in my organisation”?

This procurement vision, of course needs to link back to the businesses overall corporate strategy. For example, if the business is looking towards aggressive growth, procurement should help facilitate this by aiming for scalability. If the strategy is to rapidly digitise, procurement can play a part in digitising the supply chain.

As part of this vision, the CPO must also consider their desired role and remit. For example, how do you see procurement’s way of working changing? How do you see your procurement people interacting with the rest of the business? What do you want your suppliers to say about you?  Once defined, a clear ambition can keep Procurement Transformation on track and aligned. Without it, and with every stakeholder having varying needs, the desired outcome can quickly become lost.

 

Establishing a step by step improvement plan

So, you now have a solid vision – you’ve spent time listening to your internal customers – surely, you’re now ready to focus on getting there? Not so fast – you now need to think about the various facets of the function, including the organisation, people, and processes to establish where you currently stand. This will act as a baseline, in which a roadmap can then be developed and will require set objectives along the way to keep the journey on track. “House of Procurement tools” can be particularly effective here – these frameworks break down the procurement function in terms of strategy, organisation, people, processes, and systems – marking them against a benchmark of bad, average, and good. By plotting against this framework, you can tackle transformation in chunks, setting concreate objectives as a sub-factor level.

Once the current state of play has been established, the goal can then be plotted at the other end of the roadmap, with the activities needed to get to this end goal plotted in between. Key to plotting such a roadmap will be a review of which activities matter, what people are doing currently, and whether these tasks having a meaningful impact. This may require a restructure of the current team, which may require investing in additional strategic procurement resources as well as upgrading internal capability.

Nevertheless, this plan must be granular, and it must be actionable. It is all well and good having great ambition, but it is nothing unless you know exactly how and what it takes to get there. Transformation takes time, and it will certainly not happen overnight, so make sure to break down your roadmap into smaller, more achievable, chunks. Rather than focusing on a single  end goal 18 months down the track, ensure you have milestones to aim for after month three and month six, that contribute to the overall picture. Assembling such a plan is no easy task, but it is the very foundation needed for procurement teams to jump-start transformation.

So, what comes next? Buy in from the rest of the business of course. After all, a plan can only be successful once it has board level approval and sufficient investment. In part two of this series, Alex Klein will explore the stages that follow, including: developing a savings execution plan, building a business case for procurement investment, and ensuring program structure and governance.

 

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Finance

THE IMPORTANCE OF MANAGING DATA RISK IN THE FINANCE FUNCTION 

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Written by Steph Charbonneau, Senior Director of Product Strategy, Vera by HelpSystems  

 

CFOs and financial controllers play a pivotal role in how organisations evaluate and manage data risk. Analyst firm Gartner reports that more than 30% of organisations will use financial risk assessments of their data assets to prioritise investment choices for IT, analytics, security, and privacy by 2022.

Data is particularly at risk within the finance function. Sensitive data such as customer and supplier information, financial statements, and personnel records are processed and shared daily both inside and with vendors outside the organisation. The finance team communicates with banks, auditors, and lawyers on a regular basis and while laws and policies exist to provide protection, there’s no certainty as to where your data could end up, and you can’t control it once it is sent. The information that resides outside the organisation’s security perimeter is accessible with equal permissions, meaning access is not restricted once someone gains it.

 

Assess Your Vulnerability 

All of this presents an immense risk. Understanding what the risks and potential costs are is an important component of organisational planning. How would the organisation react if sensitive information were disseminated to the wrong audience? What could it cost? Simply thinking ‘it won’t happen to me’ or assuming a party erroneously receiving sensitive data will act with integrity and delete the information can no longer be justified. Data breaches are common and can have a significant impact on your business.

The financial risk of a data breach is typically the cost of lost revenue, compliance challenges, cost of litigation, privacy regulation penalties, and reputational damage. Revenue loss risk and litigation costs risk are tangible impacts that can be measured. However, it is more difficult to quantify the probability. On that front, understanding your data’s level of vulnerability is important. If you are SOC2 compliant, your risk will be mitigated by the controls within the internal bounds of your system. On the flip side, it is difficult to assess the probability for data that leaves your repositories. Internal compliance, including SOC2, cannot address it.

Thankfully, there’s a multitude of methods to protect assets and minimise your cyber risk. Consider securing and managing your data with technology like digital rights management (DRM), data loss prevention (DLP), data classification and security incident and event management (SIEM) software. There are network controls you can put in place, and you should have a process for evaluating the security of any apps you use to minimise your vulnerability. Evaluate your cyber risk holistically to ensure nothing slips through the net, otherwise your vulnerability remains.

 

Implementing Data Security Best Practices

Cybersecurity can be very complex depending on the size and industry of the organisation. New attack methods and new technologies to deal with those attack vectors show up all the time. To maximise efforts at assessing security risk, allocate resources so the most effective tools and strategies (such as encryption or digital rights management) are used to protect the most important information assets.

Finance leaders should follow these best practices to manage their team’s cyber risk.

  • Identify exposures in either tools or processes and work with the IT team to close the gaps in security.
  • Classify your files and with it, understand where your sensitive data is located and how access is provided to parties that need it, especially those outside your organisation. Company policies and processes often overlook, or have no direct control of, data outside the organisation so this awareness is important.
  • Adopt a zero-trust approach to protecting your sensitive data and implement technology that allows you to manage your risk. Software such as digital rights management,for example, protects your most valuable data assets no matter where they travel, allowing you to secure, track, audit, and revoke access if data accidentally or maliciously falls into the wrong hands.
  • Educate and train finance team members to recognise and manage risk. Employees need to understand the importance of the data they are using and have access to the right tools and processes so that it is handled correctly.

 

Protect Your Most Valuable Assets

Evaluating an organisation’s cyber risk starts with clearly understanding the company’s risk tolerance. Is the organisation risk tolerant, or extremely risk averse? The answer may differ depending on what needs to be protected and what industry you operate in. In the finance function, what level of risk are you willing to accept and still justify and defend to stakeholders? Start by identifying those assets where the risk is unacceptable and where access needs to be carefully controlled and managed and focus your execution from there.

 

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