Business
Insurers get personal to address the changing industry and customer landscape
Published
1 year agoon
By
editorial
Udi Ziv, CEO, Earnix
While the insurance market has historically been very stable, with a tolerance for only gradual change, this is no longer the case. Changes in technology, consumer behavior, and claims cost demand faster evolution. It’s clear that the insurance industry is at a crucial inflection point.
Even though widespread adoption of Usage Based-Insurance (UBI) was not quickly realized soon after its introduction decades ago in the 1990s, it was the first big shift in the industry. When a mature and famously conservative market starts to undergo change, the instinct is to hold tight, not march toward new technologies or processes.
After many months of remote working and quarantining, consumers started questioning the need to pay the same amount for car insurance when they were not driving nearly as often. When insurers started seeking ways to satisfy the changing demands of consumers, it resulted in an ineffective and incremental re-engineering of how the insurance sector already does business.
With that now in place, 2022 is the year for carriers to address the connection between business processes and the technology. It doesn’t matter how smart, hardworking, and innovative a team of actuaries, underwriters, or data scientists is if they are challenged with poor processes or legacy technology that can’t keep up with market changes and customer demands. Deployment of dynamic pricing and personalized solutions is the key.
Right time, right place, right policy
A hyper-personalized, ready-when-you-are Netflix type experience has become the standard expectation for everything – even insurance.
To address this, carriers must find a way to marry the strength of their deep knowledge and expertise with today’s technology to ensure they provide fully personalized dynamic offerings that customers require. A key step forward will be deploying advanced analytical tools, business processes and technological infrastructure to respond swiftly to market changes. This will provide improved understanding of customers’ goals and offer the capability to quickly and efficiently develop the right insurance offer to meet their needs, at precisely the right time.
To achieve this, insurers must quickly model complex scenarios to improve decision-making, and develop the perfect product at the perfect price.
Insurers innovate to accelerate products and pricing
Agility is precisely what insurers need today to become faster, leaner, and more effective in addressing current and future market and consumer changes. IT and Business functions are being challenged to create highly personalized offers more efficiently with fewer resources. According to a McKinsey study an agile approach will allow insurers to launch new products or update new pricing models up to five times faster and boost customer experience. Many insurers are limited by legacy IT systems, which can stifle innovation. However, technological, and operational challenges can be overcome by adopting composable and agile technologies, that sit on top of the legacy IT systems, and are designed to digitally transform businesses. This enables insurers to model prices and deploy policies in a much shorter timeframe with significantly lower investment.
The right process and technology are key for innovation. Therefore, it is crucial carriers address the connection between business processes and the technology that supports them. According to Strategy Meets Action “insurers will need modern platforms that can plug and play with different channels and absorb new data sources”.
The opportunities already exist with instantaneous access to better, more comprehensive data coming from devices providing IoT and telematics data. But an IoT device, or any data source for that matter, cannot provide value on its own. It must be incorporated into business processes to provide sources of innovation in pricing, rating, etc. Automation can also accelerate data collection and data processing, speeding up processes, eliminating errors and reducing time to market to weeks and even days. For example, when it comes to UBI and pricing processes, insurers are running telematic data with machine learning and artificial intelligence models to offer personalized policies instantaneously.
A new policy for success
Analytics offers a powerful competitive advantage in modeling highly complicated scenarios to stay a step ahead of changing market dynamics and customer needs. Depth of insight and automation via process systemization gives pricing and product professionals the power to make decisions quickly. With the ability to make pricing and product business decisions quickly, efficiently, and accurately, changes that need to be deployed, whether price or product related, can be done rapidly – improving overall organizational agility.
The past is the past, today we’re seeing insurers implementing intelligent, composable, and agile technologies. As they do, they are reaping the benefits of developing and deploying new, highly targeted, personalized offers – faster than ever. This bridges the gap between what insurance companies need for their book of business and what consumers demand.
Business
Unlocking the Power of Data: Revolutionising Business Success in the Financial Services Sector
Published
18 hours agoon
June 8, 2023By
admin
Suki Dhuphar, Head of EMEA, Tamr
The financial services (FS) sector operates within an immensely data-abundant landscape. But it’s well-known that many organisations in the sector struggle to make data-driven decisions because they lack access to the right data to make decisions at the right time.
As the sector strives for a data-driven approach, companies focus on democratising data, granting non-technical users the ability to work with and leverage data for informed decision-making. However, dirty data, riddled with errors and inconsistencies, can lead to flawed analytics and decision-making. Siloed data across departments like Marketing, Sales, Operations, or R&D exacerbates this issue. Breaking down these barriers is essential for effective data democratisation and achieving accurate insights for decision-making.
An antidote to dirty, disconnected data
Overcoming the challenges presented by dirty, disconnected data is not a new problem. But, there are new solutions – such as shifting strategies to focus on data products – which are proven to deliver great results. But, what is a data product?
Data products are high-quality, accessible datasets that organisations use to solve business challenges. Data products are comprehensive, clean, and continuously updated. They make data tangible to serve specific purposes defined by consumers and provide value because they are easy to find and use. For example, an investment firm can benefit from data products to gain insights into market trends and attract more capital. These offer a scalable solution for connecting alternative data sources, providing accurate and continuously updated views of portfolio companies. Using machine learning (ML) based technology enables the data product to adapt to new data sources, giving a firm’s partners confidence in their investment decisions.

Suki Dhuphar
But, before companies can reap the benefits of data products, the development of a robust data product strategy is a must.
Where to begin?
Prior to embarking on a data product strategy, it is imperative to establish clear-cut objectives that align with your organisation’s overarching business goals. Taking an incremental approach enables you to make a real impact against a specific objective – such as streamlining operations to enhance cost efficiency or reshaping business portfolios to drive growth – by starting with a more manageable goal and then building upon it as the use case is proved. For companies that find themselves uncertain about where to begin their move to data products, tackling your customer data is a good place to start for some quick wins to increase the success of the customer experience programmes.
Getting a good grasp on data
Once an objective is in place, it’s time for an organisation to assess its capabilities for executing the data product strategy. To do this, you need to dig into the nitty-gritty details like where the data is, how accurate and complete it is, how often it gets updated, and how well it’s integrated across different departments. This will give a solid grasp of the actual quality of the data and help allocate resources more efficiently. At this stage, you should also think about which stakeholders from across the business from leadership to IT will need to be involved in the process and how.
Once that’s covered, you can start putting together a skilled team and assigning responsibilities to kick-off the creation and management of a comprehensive data platform that spans all relevant departments. This process also helps spot any gaps early on, so you can focus on targeted initiatives.
Identifying the problem you will solve
Now let’s move on to the next step in our data product strategy. Here we need to identify a specific problem or challenge that is commonly faced in your organisation. It’s likely that leaders in different departments, like R&D or procurement, encounter obstacles that hinder their objectives that could be overcome with better insight and information. By defining a clear use case, you will build a real solution to a challenge they are facing rather than a data product for the sake of having data. This will be an impactful case study for your entire organisation to understand the potential benefits of data products and increase appetite for future projects.
Getting buy-in from the business
Once you have identified the problem you want to solve, you need to secure the funding, support, and resources to move the project ahead. To do that, you must present a practical roadmap that shows how you will quickly deliver value. You should also showcase how to improve it over time once the initial use case is proven.
The plan should map how you will measure success effectively with specific indicators (such as KPIs) that are closely tied to business goals. These indicators will give you a benchmark of what success looks like so you can clearly show when you’ve delivered it.
Getting the most out of your data product
Once you’ve got the green light – and the funds – it’s time to put your plan into action by creating a basic version of your data product, also known as a minimum viable data product (MVDP). By starting small and gradually enhancing with each new release you are putting yourself in the best stead to encourage adoption and also (coming back to our iterative approach) help you secure more resources and funding down the line.
To make the most of your data product, it’s essential to tap into the knowledge and experience of business partners as they know how to make the most of the data product and integrate it into existing workflows. Additionally, collecting feedback and using it to improve future releases will bring even more value to end users in the business and, in turn, your customers.
Unlocking the power of data (products)
It’s crucial for companies in FS to make the most of the huge amount of data they have at their disposal. It simply doesn’t make sense to leave this data tapped and not use it to solve real challenges for end users in the business and, in turn, improve the customer experience! By adopting effective strategies for data products, FS organisations can start to maximise the incredible value of their data.
Business
Making the Maths Work: Addressing Inflation Challenges through Measuring and Managing Risk
Published
1 day agoon
June 8, 2023By
admin
Matt Clementson, Head of Enterprise UK&I
Persistent inflation is highly troublesome for every business – with or without a recession. In addition to causing unexpected expenses, it complicates decision-making around stabilising wages, setting product prices, and investing in new areas for growth. Meanwhile, stock and bond prices plummet when alarming inflation data arrives and interest rates increase. It’s time to run leaner, making the reassessment of the strategic objectives highly urgent.
With a seat in the boardroom, CFOs can guide thoughtful discussions covering everything from procurement, resource allocation, and manufacturing to the alignment of business purpose with operational tactics and goals. CFOs must also rethink how their business measure and mitigate risk. Understanding the business’ vulnerability, they can add considerable value to their business by identifying risks early and making organisations accountable for mitigating them.
When the economy becomes uncomfortable, the mathematics behind business operations no longer work seamlessly. During more comfortable times businesses have the luxury to accept some degree of inefficiency and low productivity – but in times like these that’s no longer the case.
So now it’s more important that ever for CFOs to use the right tools and technology to manage and mitigate risk and build business resilience.
Enhancing visibility to measure and manage risk:
To navigate through periods of high inflation, CFOs need technologies that provide comprehensive visibility, and enable informed decision-making, in order to optimising cash flow, minimise costs and manage risk in a transparent and efficient way.
1. Simplify confusing processes to gain moments of clarity
Effective risk management starts with integrating data from various sources within the organisation. By consolidating data from finance, operations, procurement, and sales, CFOs can gain a holistic view of the business landscape. This integration enables them to identify potential risks associated with inflation, such as rising costs, supply chain disruptions, or changes in customer demand patterns. With access to comprehensive and real-time data, CFOs can make informed decisions that mitigate the impact of inflation on the organisation.
A good first step is to unify travel, expense, and invoice solutions, so that finance teams can integrate and streamline operations and scale spend processes without adding additional resources.
2. Make spending decisions with data-driven accuracy
Once data is integrated, CFOs can leverage advanced analytics techniques to identify patterns, trends, and potential risks. Predictive analytics can help identify inflationary pressures, allowing businesses to proactively adjust pricing strategies or negotiate favourable terms with suppliers. Additionally, scenario modelling can simulate the impact of different inflation rates on the organisation’s financials, enabling CFOs to devise appropriate strategies for managing risk. By harnessing the power of analytics, CFOs can navigate inflation challenges with greater confidence and precision.
3.Driving business agility through automation
Facing a myriad of disruptors, companies in every industry are making strategic decisions aimed at remaining competitive in the market and with their people. Digitisation, standardisation, and automation will be critical as businesses focus on solving problems for their customers in innovative, lasting ways
AI technologies, such as machine learning algorithms, can analyse vast amounts of data to uncover hidden insights and patterns. And with automated, customisable controls, CFOs can keep their firm agile – re-adjusting spend controls to match the corporate travel and expense (T&E) policy whenever their business needs to adapt or pivot. Only then will spending insights allow them to review how policies impact business performance and continue to optimise cash management.
Making the maths work
In a business environment plagued by persistent inflation, CFOs play a crucial role in addressing the associated challenges. By rethinking how their organisations measure and manage risk, CFOs can enhance their decision-making capabilities and add significant value. The integration of data, advanced analytics, and AI technologies enables CFOs to build resilience, standardise processes, ensure compliance, and deliver insights to the entire enterprise. By making the maths work in the face of inflation, businesses can navigate uncertain economic times with confidence and stay on the path of sustainable growth.
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