保险业跑赢者如何应对变化

How insurance outperformers tacklechange and deliver sustainable results By Jeff Mitch, Kenneth Saldanha and Khalid Lahraoui As Accenture’s ‘Future Ready Technology & Operations’ offeringlead for insurance, Jeff advises leading insurance clients ontrends within insurance operations and specializes in large-scaletransformations focused on strategic cost reduction. Jeff has ledmultiple transformation programs across insurance brokers, P&Ccarriers and Life insurers in North America and globally to driveprofitability improvement and growth, enhance operating modelsand enable intelligent automation and business transformation. Authors Jeff Mitch Managing Director -Insurance Strategy, Americas As Accenture’s Americas Insurance Lead, Kenneth has guidedinsurance carriers in optimizing their business strategies andoperations for over two decades. He has helped clients emergestronger and more competitive from every kind of challenge—from market headwinds to organizational realignments—and nowworks with them to navigate the complexities of ongoing industrydisruption and convergence. Kenneth Saldanha Senior Managing Director –Insurance Lead, Americas As Accenture’s Global and EMEA Insurance Lead, Khalid helpsinsurance industry giants stay ahead of the curve by drivingdigital transformation, responsible business operations andsustainable growth. He has a passion for client service and talentdevelopment, meeting each challenge with a focus on change. Khalid Lahraoui Senior Managing Director –Insurance Lead, Global and EMEA Targetedactions matterto performance.So do semantics. Change is a constant in the insurance industry—but clarity isnot. Most insurers launch initiatives under the broad bannerof “transformation,” yet only a few translate that ambition intomeasurable gains. Against a backdrop of heightened geopolitical friction andfractious global trade dynamics, insurers are changing how theyplan, price and protect themselves. As the sector faces this risingvolatility, tightening margins and shifting customer expectations,resilience has become a vital success factor and outperformers aredistinguishing themselves by rethinking how change is defined,executed and sustained. These leaders may use the same labels for change efforts as others;however, they automate with purpose, digitize with discipline andstreamline operations around specific performance goals. They embedrigor into every step of the process. As a result, the cumulative impactof their efforts is compelling: Over two years, they outpaced peers by8.1 percentage points in premium revenues and 2.6 in expense ratioreduction—proof that success lies not in how loudly a company talksabout change, but in how precisely it delivers it.(Figure 1). Research snapshot: Our research included a survey of 324 seniorexecutives across 245 insurance companies globally, in-depth interviewswith a dozen transformation leaders and financial analyses of 81 insurersduring their change programs. Of this group, 38 insurers emerged asclear outperformers. How we defined an Outperformer: Accenture Research assessedthe relative performance of each insurance company across distincttime periods using publicly available financial data (sourced from S&PCapital IQ, AM Best and local regulatory databases). The measurementspanned from the year the transformation program began to two yearsafter its commencement. Outperformers were defined as companiesthat showed both an improvement in expense ratios and an increase inpremiums during this period. All financial performance was indexed tothe start of the transformation program. n=38 Outperformers / n=43 Survey Peers Net improvement in expense ratios and premium growth over a two-year period,indexed to the start of insurers’ current / most recent change programs. In the pages that follow, we explore what’s driving change across theindustry and how insurers are responding. With the goal of helpingcompanies unlock the full value of change, we also look more deeply atwhat sets outperformers apart. Technologyand innovationneeds are keychange drivers New technologies such as Artificial Intelligence(AI) and generative AI offer insurers opportunitiesto drive widespread improvements in the way theyoperate. Our survey participants cited technologicaladvances and the need to offer innovative productsas the top two drivers of their transformationprograms (Figure 2). Question: What are/were the primary drivers of yourtransformation program? (Ranked Top 3) In more detail, we found that insurers areinvesting heavily in building technologycapabilities to streamline coreprocesses and improve their associates’experiences. Digitization, automationand modernization have become criticallevers of value creation, with nearlyfour out of five respondents indicatingthese capabilities are significantly moreimportant today than just three to fiveyears ago (Figure 3). Question: What levers did you use to drive the value? Clarity is criticalamid constantc