保险公司的增长、相关性和弹性

© Oliver WymanTHE MANY URGENCIES AHEAD IN 2025We are optimistic as we look forward to 2025. There is an urgency and momentum to changeacross the industry that has been building over several years, and we are excited to see it takeshape. We are anticipating a wave of bolder organic and inorganic moves focused on drivinggrowth, regaining relevance, and building resilience.Life insurers are increasingly mobilizing around the asset management-led insurer model,asset managers are responding to the public-to-private shift, and property and casualty(P&C) carriers are reorienting for growth in a moderating rate environment. Macroeconomicpressures, geopolitical tensions and demographic shifts are further accelerating the need forreinvention. Meanwhile, more attention is being paid to developing solutions that addresslarge unmet customer needs.In this third edition of our annual provocation to C-suite executives, we propose 10 actionsto keep up the pace and drive reinvention in the insurance industry. While these are relevantto insurance leaders across the globe, we appreciate that nuances and variance exist acrossregions as well as industry sub-segments, leading to different implications and degreesof applicability. © Oliver Wyman10 TO DO’S FOR INSURANCE CEOS IN 20251BETTER PROMOTE WHAT THEINDUSTRY STANDS FORIn a world where insurance is dealingwith more complex and urgent problemsthan ever, actively promote the benefitsand criticality of the industry to addressreputational and talent challenges6EVOLVE YOUR DISTRIBUTION TO KEEPUP WITH CUSTOMERSAs intermediated channels remain strongacross regions, work tightly with yourexisting distribution partners to “augment”the customer experience and expand thevalue proposition2HONE AND SHARPEN YOUR INVESTORNARRATIVE TO DRIVE RELEVANCEMobilize behind a clear and straightforwardinvestor narrative that prioritizesstrengthening your right-to-win, and guidesall major moves and discussions — internaland external7MOBILIZE AROUND THE GLOBALRETIREMENT WAVETake a leading role in addressing the rapidlyincreasing need for holistic retirementsolutions by developing an integratedretirement ecosystem encompassingaccumulation, decumulation, advicesolutions andservices3TRANSFORM FINANCE CLOCK SPEEDAs C-suite executives face an increasinglycomplex and fast-moving environment,evolve your finance and actuarial functions tosupport timely, high-quality decision-making8ORGANIZE CUSTOMER-BACKFOR TRANSFORMATIVE GROWTHUnlock hyper-organic growth through anorganizational “solutions layer” to addresslarge unmet needs4MAKE THE BOLD MOVES FORGROWTH IN LIFE INSURANCE ANDASSET MANAGEMENTTraditional life insurers and asset managershave lost ground to private capital specialists.Bold moves are required in 2025 to regainground and re-rate for long-term relevance9Start With Transformation,Not With AiThe age of proofs-of-concept is over, butthe age of scalability isn’t here yet; startfrom the top-of-the-house objectives, withan “AI Inside” lens, where AI is a criticalenabler to a transformation requiringstrategic, operational, technology andbehavioral changes5CHASE GROWTH AND INCREASERESILIENCE WITH M&ADouble down on a clear acquisition strategyto scale, diversify, or strengthen yourcapabilities efficiently, at a time when organicgrowth is becoming more constrained, andM&A activity is poised to intensify acrossthe industry10ACTIVELY REBALANCE YOURPORTFOLIO FOR GROWTH, RELEVANCEAND RESILIENCEManagement attention needs to be carefullyallocated between continuing to performin existing businesses and heading towardsthe future BETTER PROMOTE WHATTHE INDUSTRY STANDS FORIn a world where insurance is dealing with more complex and urgentproblems than ever, actively promote the benefits and criticality of theindustry to address reputational and talent challengesIn our prior edition, we referenced the need for the insurance industry to become atalent magnet for the bionic workforce. Since then,the industry has faced even greaterreputational challenges, despite its critical role in making the world safer, more resilient,and enabling humanity to reach new frontiers.This role needs to be made more obvious to society, customers, employees, and potentialrecruits.There is an unprecedented opportunity for the industry to actively make thecase for it to the people and industries it serves.Insurers should also continue to make whatit means to work in the industry more engaging — reducing administrivia, strengthening theworkforce through artificial intelligence (AI), recruiting from diverse talent pools augmentedby technology, and fostering a culture of innovation, collaboration, and transparency.1 © Oliver WymanHONE AND SHARPEN YOURINVESTOR NARRATIVE TO DRIVE RELEVANCEMobilize behind a clear and straightforward investor narrative that prioritizesstrengthening your right-to-win, and guides all major moves and discussions —internal and externalThe insurance and asset management industries are facing many inflection points — therise