UK insurers have spent years transforming their technology. But as AI accelerates change across the sector, the next constraint on performance may not be technology at all. It may be the organisation itself.
Download our latest insurance point of view to explore why workforce capability and operating model design are becoming critical to growth, productivity and successful transformation.
Reading time: 4 minutes
Insurance has always been an industry built around understanding and managing risk.
But one of the most significant risks facing insurers today could be sitting inside their own organisations.
Across the sector, core platforms have been modernised, customer journeys digitised and automation introduced across underwriting, claims and service. Now AI is accelerating the possibilities further; from faster decision-making and greater efficiency to more personalised customer experiences.
Yet technology is advancing faster than many organisations can absorb it.
Legacy structures can keep expertise trapped within functional silos. Governance can slow decisions. Transformation programmes compete for the same people and leadership attention. Meanwhile, experienced underwriters, claims specialists and actuaries are being asked to run the business while simultaneously transforming it.
The result is a growing gap between what insurers want to achieve and what their organisations are capable of delivering.
And that matters because transformation is no longer something that happens every few years.
AI is evolving rapidly. Regulation continues to shift. Consolidation creates recurring integration demands. Customer expectations are changing, while emerging risks require new products, capabilities and expertise.
Insurers increasingly need to change continuously while continuing to perform.
Our latest point of view, ‘The Organisational Risk Insurers Can’t Ignore’, explores what this means for insurance leaders and why closing the capability gap requires attention to two connected areas: the workforce and the operating model.
We examine how AI is exposing weaknesses in the way work is designed; why data capability increasingly determines whether technology investment creates value; how consolidation is making integration a permanent organisational capability; and why critical insurance expertise needs to be treated as a finite strategic resource.
Download the full report to explore the organisational choices insurance leaders should be making now – and the three questions executives should be asking about their workforce, operating model and capacity for change.
We are all about organisational health, which separates good organisations from the great. Whether our clients are at the top of their game (and want to remain there) or are in ‘turnaround’ mode, we all need to work on our organisational health.
Whatever the situation, be it a strategic conundrum, a market opportunity, or an operational gripe, we combine the art and science of organisational health to help our clients improve and excel.
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