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The Digital Promise: Part One

January 18, 2023/0 Comments/in Blog /by Mark O'Brien

A recent post from Insurance Thought Leadership — “A Wake-Up Call for Insurers” — says this, in part:

Insurers have been talking about going digital for a good decade now, and seemingly everyone says the pandemic greatly accelerated the trend over the past three years by forcing us all to interact remotely. Yet ACORD says it found in a recent survey of the 200 largest insurers worldwide that “fewer than 25% have truly digitized the value chain, while more than 10% are not appreciably leveraging digital technologies within their current business processes. Further, more than half of the insurers in the study are still exploring how digitization can be applied against their business model.”

This is like saying you can build a skyscraper from the lightning rod down. No, you can’t. Likewise, you can’t take insurers to task for having failed to adopt a technological capability — digitalization — for which no foundation had been constructed. Here’s why we think that:

Let’s Go To the Replay

The working environments seeming to be promised by digital transformation would have been more fairly and constructively undertaken if:

  1. The modern core system with which attendant digital capabilities have to interact had been in place first.
  2. Carriers hadn’t attempted to put the digital cart before functional horse (see #1).
  3. Startups and insurtechs had paid more attention to the intricacies and peculiarities of insurance than they paid to the proverbial customer journey.

Instead, the industry allowed itself to fall for calls for AI preparedness that were grossly premature. So, it hired data scientists on staff to optimize AI and data strategies. It got way ahead of itself with driverless vehicles without paying due heed to how to insure them, whether to insure the the driver, the passenger, or the automaker, along with the related, litigation concerns. And it fell head over heels in infatuation with blockchain and cryptocurrency.

What’s the Price?

There are several lessons to be learned here. Chief among them is this: Choose your experts wisely. It may not be fair to say all the ostensible experts were wrong, per se. But they were misleadingly, enthusiastically premature. Had they known a bit more about the business of insurance, insurance companies could have made significantly more progress in fulfilling the digital promise. And had insurance companies chosen their experts more wisely, they likely would have saved significant amounts of time and money.

With any luck, we’ll be smarter next time.

https://finys.com/wp-content/uploads/transformation-3753439_640.jpeg 309 640 Mark O'Brien https://finys.com/wp-content/uploads/finys-logo-color.png Mark O'Brien2023-01-18 09:22:522023-01-18 09:22:52The Digital Promise: Part One

The Great Awakening: Part Two

November 28, 2022/0 Comments/in Blog /by Mark O'Brien

In our previous post, we wrote this:

The new normals are change and uncertainty. That means The Great Awakening isn’t a one-time event. It’s necessarily ongoing, evolving, and unpredictable. We can evolve with it — embrace it, roll with it, and learn to make the most of it — or not.

Since publishing that post, we read this article — “Inside Twitter as ‘mass exodus’ of staffers throws platform’s future into uncertainty” — which was intended to present a number of ostensibly unintended consequences in the wake of Elon Musk’s acquisition of Twitter. The article, intended to be a how-not-to condemnation of Musk, said this, in part:

Scores of remaining employees at the social media company on Thursday appeared to reject owner Elon Musk’s ultimatum to work “extremely hardcore,” throwing the communications platform into utter disarray and raising serious questions about how much longer it will survive … a mass resignation effectively occurred … Hundreds of staffers appear to have called it quits … A similar series of events unfolded in the Slack channel earlier this month as Musk eliminated roughly 50% of the company’s then 7,500-person workforce … “Elon is finding out that he can’t bully top senior talent. They have lots of options and won’t put up with his antics.”

Taken at face value, it appears Musk attempted a power play and it backfired. That may not, in fact, be the case since Musk had this to say, “How do you make a small fortune in social media? “Start out with a large one.”

What If …?

Maybe what Musk did was a deliberate paring tactic. Given what he said, maybe he wanted to reduce bureaucratic overhead and create a smaller, more nimble organization. We don’t know. But we do know this:

If you want to grow an organization, keep it nimble, keep its morale high, keep its people motivated to contribute, and manage its growth strategically, you have to do five simple things:

  1. Have a leader with a purpose and a vision, who’s able to articulate the purpose and the vision clearly, and who’s capable of finding capable managers who’ll subscribe to the purpose and share the vision.
  2. Turn those managers loose to cascade the vision throughout the organization and inspire people to support it every day.
  3. Let people in the organization act like owners, giving them the responsibility and the authority to make decisions, allowing small failures on occasion if the failure constitutes a valuable lesson.
  4. Let people connect with the others in the organization with whom they interact constructively, and with whom they achieve efficient productivity.
  5. Recognize and reward people for their contributions to the success of the organization.

Before we rush to judge Elon Musk, let’s manage the change and uncertainty in our own businesses. The best ways to do that are to communicate openly with people, to listen to them, to trust them, and to enable them to do their jobs and contribute, in the appropriate roles, to the best of their ability.

Let’s get to work.

https://finys.com/wp-content/uploads/social-media-3846597_640-1.png 403 640 Mark O'Brien https://finys.com/wp-content/uploads/finys-logo-color.png Mark O'Brien2022-11-28 07:00:202022-11-18 14:34:09The Great Awakening: Part Two

The Great Awakening

November 14, 2022/0 Comments/in Blog /by Mark O'Brien

P&C Specialist recently published an article that gave us pause. The title of the article is “Insurers Struggle to Keep Staff Connected, Engaged“. In case you haven’t yet subscribed to P&C Specialist, this is the part that caught our attention:

With the new world of remote and hybrid work, many employers are struggling to boost employee connections and engagement as they strive to attract and retain talent … Judy Busby, senior vice president of executive search and corporate strategy at Chicago-based insurance recruiting firm The Jacobson Group, [said] “It’s harder for all of us to know how to engage our team” because most employees aren’t working from the office five days a week … “People want to work for companies where they have friends” … That triggered the great realization, great reassessment and great restlessness, leading up to the great resignation … It also has fueled “quiet quitting,” where employees do the minimum amount of work required and are psychologically detached from their jobs.

A number of things warrant comment here. We’ll take them in order.

From the Top

First, since we’re headed into the third year of COVID-19’s influence (actually, the fourth, if you count the fact that the novel coronavirus originated in 2019), we’re not sure remote and hybrid work any longer constitute a new world. While opinions about and preferences for remote, hybrid, and return-to-office work will remain forever divided, most organizations have figured it out by now. And if it’s harder for all of us to know how to engage our team, that means there’s a little more figuring out to do.

Second, people want to work for companies where they have friends. Well, yes. But there are a couple of other things to consider: (1) If you work remotely, you can still have friends, work with them, and communicate with them in any number of ways about work or anything else. (2) The larger the company in which you work, the more likely you are to meet folks with whom you become friends. Others? Not so much.

Third, the great realization and the great reassessment were inevitable. The great restlessness was already upon us. COVID just shortened the fuse. And the great resignation is more like the great realignment or The Great Awakening. Given how many people were likely less than satisfied with their jobs, the COVID lockdown was an overdue opportunity to take stock, to re-assess, to place different values on our lives and our time, and to make different choices. And that brings us to …

Fourth, quiet quitting is just a new name for an old phenomenon. Slacking off. Dragging your feet. Sleepwalking. Going through the motions. Phoning it in. Call it what you like. Operating at less than peak performance and psychological detachment are as old as humanity.

The New Normals

No. There isn’t a typo in that subhead. There are two new normals. They’ve actually been around forever, too, like operating at less than peak performance and psychological detachment. But thanks to COVID, we’re now more aware of them and painfully so. The new normals are change and uncertainty. That means The Great Awakening isn’t a one-time event. It’s necessarily ongoing, evolving, and unpredictable. We can evolve with it — embrace it, roll with it, and learn to make the most of it — or not.

The choice is ours … and yours.

https://finys.com/wp-content/uploads/business-man-6719390_640.png 360 640 Mark O'Brien https://finys.com/wp-content/uploads/finys-logo-color.png Mark O'Brien2022-11-14 05:14:022022-11-07 11:14:18The Great Awakening

Witch’s Glitches: Halloween Edition

October 31, 2022/0 Comments/in Blog /by Mark O'Brien

Today is Halloween. Most of us expect to be scared today in some form or fashion by someone or other. Ghosts, gremlins, and goblins lurk about, waiting to yell BOO! when we least expect it.

If you have anything to do with software, you know ghosts, gremlins, goblins, and glitches have to be contended with every day. But if you think you have it bad, check this out, as reported by UTOR, a software-testing firm in Ukraine:

An extraordinary case happened in 2003 in a hospital in Grand Rapids, Michigan. A software bug in the patient database declared 8,500 people dead. All of them were safe and sound, but it was detected only after the investigation by insurance companies. The thing is, after a patient dies and a corresponding record appears in the hospital’s database, an insurance company receives a notification with the requirement to cover the treatment costs and pay compensation for the family.

We’d imagine, along with health insurance treatment claims, some insurance company also gets a claim for the death benefit on a life insurance policy for person who hasn’t yet bought the proverbial farm. Halloween or not, that’s pretty scary.

Frightening Numbers

If you’re tempted to wonder at the cost of software glitches, that information — along with almost anything else you might want to know these days — is surprisingly available. Here’s just one example: Raygun, a New Zealand firm dedicated to detecting software errors, reported:

According to the Consortium for Information and Software Quality, poor software quality cost US companies $2.08 trillion in 2020. These losses span all business sectors and include costs from operational failures, unsuccessful projects, and software errors in legacy systems.

Compared to losing more than $2 trillion to glitches, the prospect of facing ghosts, gremlins, and goblins one night a year doesn’t seem quite so daunting.

The remedy, of course, is arcanely known as The Two Ts — Trust and Test. If you trust your vendor and test the software to verify it’s free of bugs (along with ghosts, gremlins, goblins, and glitches), you’ll increase your chances of positive outcomes precipitously.

No tricks. All treats.

Happy Halloween.

https://finys.com/wp-content/uploads/witchs-house-1635770_640.jpeg 498 640 Mark O'Brien https://finys.com/wp-content/uploads/finys-logo-color.png Mark O'Brien2022-10-31 07:00:492022-10-28 10:54:12Witch's Glitches: Halloween Edition

A Call to Arms

October 17, 2022/0 Comments/in Blog /by Mark O'Brien

We don’t consider the insurance industry or insurance technology to be particularly militant. But we suppose it’s possible for martial metaphors to sneak in almost anywhere. At least that’s what we thought when we saw this headline in Carrier Management: “Tech Arms Race Favors Giant Commercial Carriers“.

In an interview cited in the article, Mo Tooker, head of Middle Market and Large Commercial business at The Hartford said this:

You get to a place of scale that really allows [larger insurers] to outperform—to take advantage of data and data science and help your underwriters and claims adjusters in a way that changes the game altogether in the future. This is a place where we will feel a bifurcation in the marketplace. There are only a handful of carriers that can make the investments that we’re describing here … There aren’t many that can keep up that level of investment year after year after year—and that creates a gap that grows larger year after year after year … a “nuclear arms race” in the industry.

Call us sensitive, but that seems like an alarmist characterization in any context. And in the context of escalating geopolitical conflict, it’s some combination of inappropriate and overkill. Most important, it’s inaccurate.

Let’s Take a Deep Breath

Yes. Insurance companies can spend millions of dollars on technology. Yes. They can throw good money after bad in efforts to remediate failing implementations. Yes. The larger the company, the more expenses — foreseen and unforeseen — they can absorb without going out of business. But that doesn’t mean they have to.

The fact is technology is one of the few things that gets less expensive as it gets better. Modern core-processing technology is much less expensive — and much more sophisticatedly capable — than it was 20, 10, or even five years ago. And with numerous well-funded insurtechs entering the market, smaller carriers with modern systems will have the option to choose the proven winners without risking large capital expenditures.

Are we biased? Sure, we are. But we’ve earned the right to be. We’ve demonstrated the truth of our convictions with more than 30 insurance companies of varying sizes.

Large insurance companies don’t need to be in an arms race.

And they don’t have to shoot themselves in the foot.

https://finys.com/wp-content/uploads/Tiro-no-pé-550x330-1.jpeg 330 550 Mark O'Brien https://finys.com/wp-content/uploads/finys-logo-color.png Mark O'Brien2022-10-17 07:00:552022-10-14 12:23:23A Call to Arms

The Certainty of Uncertainty

October 3, 2022/0 Comments/in Blog /by Mark O'Brien

Because we work in the insurance industry, we do our best to … well … keep up with the insurance industry. Nevertheless, something PwC published earlier in the year — “Next in insurance: Top insurance industry issues in 2022” — managed to get by us, until now.

We were really grabbed by this headline: “The insurance industry is no longer predictable”. As we read on, we found this:

The business of insurance, which once was stable and predictable, isn’t that way anymore … climate change is irrevocably impacting certain risk profiles, distribution needs have become truly omnichannel and customers expect products tailored just for them … industry executives now have to make an array of deliberate and aggressive strategic choices to succeed … Compounding the difficulty of addressing these challenges is how the COVID-19 pandemic accelerated them.

No longer predictable? Was it ever?

How’s This Grab You?

If you consider the variables that have aways existed — market conditions, economic climates, consumer demand (or lack thereof), disasters (natural and unnatural), global conflicts, and myriad other things — that doesn’t feel much like stability or predictability, does it? And since we’re now in the 21st century, there are a few other things to consider. Here’s the short list.

  • The internet of things (IoT)
  • Telematics
  • Mobile technology
  • Data analytics
  • Machine learning
  • Artificial intelligence
  • [Fill in your favorites here.]

Those things may not necessarily result in instability. But they definitely interject elements of unpredictability because they’re new and they’re different. New and different are the ways of the world. As long as we have new and different, we’ll have instability and unpredictability. Just make sure you’re prepared to take advantage of them as they became proven.

That’s Life

As hard as we try to avoid it, ignore it, control it, or change it, uncertainty is a fact of life. One could even argue that, without it, there’d be no need for an insurance industry. We’d all be healthy, live forever, and have no accidents. Actually, if everything were predictable and certain (or certainly predictable), there wouldn’t be any accidents. Then we’d all be healthy, live forever, and be bored to tears.

The only thing in life — and in the insurance industry — that’s certain is uncertainty. So, let’s just accept it and make the most of it.

Oh … and pay your premiums.

https://finys.com/wp-content/uploads/life-g863d95348_640.png 320 640 Mark O'Brien https://finys.com/wp-content/uploads/finys-logo-color.png Mark O'Brien2022-10-03 07:00:182022-10-03 12:27:09The Certainty of Uncertainty

Know Your Vendor

September 19, 2022/0 Comments/in Blog /by Mark O'Brien

While thumbing through the February edition of CIO magazine, we came to this article: “A tsunami of IT project disasters is on the horizon“. You already feel better about that core system replacement you’ve been contemplating, don’t you?

If that didn’t cheer you up, this certainly will:

We’re talking spectacular failures that disrupt supply chains, delay the reporting of financials, and blow up the careers of seemingly competent executives … These are the types of failures that are created when enterprises “go-live” with an implementation that, in hindsight, will be deemed done in a reckless fashion.

We love the smell of Chicken Little in the morning.

The article goes on to list four harbingers of doom (the actual phrase used in the article), along with three tips for avoiding the impending apocalypse:

  • Make it real.
  • Establish go-live criteria early.
  • Independent view.

If you’re up for it, you can read the entire article. Regardless, we humbly off three other means of averting the cataclysmic consequences predicted in CIO.

Count ‘Em

No enterprises have to fail. No careers of seemingly competent executives have to be blown up. No hindsight will be necessary. And there will be no recklessness involved or accused if you follow these three simple rules:

  1. Know your vendor. How long has your vendor been around? How many customers does it have? What do those customers have to say about the vendor?
  2. Know your vendor. Is your vendor financially and organizationally stable? Is it heavily leveraged? If so, who are its investors? How long have they been invested? Are they getting a return on their investment? Does the vendor’s responsibility to give its investor(s) a return affect its pricing? Are you sure?
  3. Know your vendor. How many implementations has your vendor done? How many were successful? How many were on budget? How many of its customers came to them after another vendor’s implementation failed?
We Get It

We understand the prospect of a system replacement is scary. If it didn’t make you a little nervous, we’d be worried about you. That’s why we’d like you to know our worrying goes into making each implementation as smooth and successful as it can be. If it weren’t, our customers would go elsewhere.

But they don’t.

https://finys.com/wp-content/uploads/337-3372848_worry-frustration-anxiety-stress-emotion-worry-clipart__1_-removebg-preview.png 353 707 Mark O'Brien https://finys.com/wp-content/uploads/finys-logo-color.png Mark O'Brien2022-09-19 07:00:072022-09-14 08:40:24Know Your Vendor

Cognitive Dissonance

September 6, 2022/2 Comments/in Blog /by Mark O'Brien

There was an opinion piece published in May by PropertyCasualty360˚. The title of it is, “Plethora of challenges face the insurance industry on the road ahead”. Most of the piece was fairly predictable. But this caught our attention:

Another troublesome challenge for the insurance industry is overcoming cognitive biases, such as recency or legacy biases. These biases cause policyholders to believe that because nothing bad has occurred, nothing bad will occur — until of course it does. Underappreciation of loss occurrence leads to underinsurance and a lack of resilience. Both are unfortunate, yet preventable.

We get the concept of cognitive bias. But we also recall the notion that insurance is not bought. It’s sold. And if inadequate levels of coverage are being sold because of policyholders’ cognitive biases, doesn’t that constitute greater claims liability for the insurance companies that underinsure their policyholders? There’s a kind of self-defeating circularity to that logic. Rather than cognitive bias, it seems to suggest cognitive dissonance.

Psychic Friction

According to Psychology Today:

Cognitive dissonance is a term for the state of discomfort felt when two or more modes of thought contradict each other. The clashing cognitions may include ideas, beliefs, or the knowledge that one has behaved in a certain way … The theory of cognitive dissonance proposes that people are averse to inconsistencies within their own minds.

In the case of insurance, cognitive dissonance may occur between these two modes of thought in the mind of a policyholder: (1) I live in a flood zone; therefore, I may be susceptible to considerable water damage. (2) I don’t want to pay for adequate insurance coverage to fully indemnify that considerable water damage.

It’s almost a cliché that the insurance industry is slower than most to adopt emerging technologies. But it does adopt emerging technologies, even if it does so at its own justifiably conservative pace. And if there’s anything the insurance industry has in abundance, it’s data, particularly experience data. So, as the insurance industry continues to adopt and assimilate machine learning and AI, it will become better able to predict loss potential. And those predictions will become increasingly accurate as more and more experience data informs the AI.

Looking Ahead

As that predictive capability continues to grow, insurers will be more able to plausibly have conversations like this:

Policyholder: I know I’m at risk. But I don’t want to pay for adequate coverage because I haven’t needed it yet.

Insurer: Yes. We understand the premium for fully adequate coverage seems high. But what will it cost if you don’t have that protection?

If insurers can keep policyholders from grinding their psychic gears now, they can keep them from grinding their teeth later.

Maybe then underappreciation of loss occurrence can become sincere appreciation for insurance.

https://finys.com/wp-content/uploads/Cognitive-dissonance.jpg 408 600 Mark O'Brien https://finys.com/wp-content/uploads/finys-logo-color.png Mark O'Brien2022-09-06 07:00:302022-09-06 08:16:55Cognitive Dissonance

Too Costly Overruns

August 22, 2022/0 Comments/in Blog /by Mark O'Brien

For reasons we can’t even recall, we were doing some research in The Complete and Total History of Abbreviations and Acronyms in the Whole Entire English Language (TCATHOAAAITWEEL) when we came across TCO. We certainly knew TCO stands for Total Cost of Ownership. But we didn’t know that hadn’t always been so.

According to the TCATHOAAAITWEEL, TCO had initially stood for Too Costly Overruns. One day, while working in the language lab at Bletchley Park, Sir Randolph Smedley-Whyte was trying to figure out how to build the Enigma Machine British Intelligence needed to break German codes during World War II. Given the shoestring budget on which the agency operated, Sir Smedley-Whyte was afraid his superiors would be wary of too costly overruns (TCO).

One fateful day, he was joined in the lab by a counterpart from the Russian NKGB, Sergei Agafonov. During an all-consuming deliberation in which he’d lost all sense of self-awareness, Sir Smedley-Whyte blurted out, “The Prime Minister will never approve the building of this machine. He’ll say it’s impossible because of too costly overruns.

On hearing that, Sergei said, “You have to put a more positive spin on it, Dude. Too costly overruns has way too many negative connotations. You’d be better off if you changed TCO to total cost of ownership. Then you’d convince Churchill if he doesn’t build it right the first time, his too costly overruns will go through the roof.”

Sir Smedley-Whyte looked at Sergei in utter astonishment. “That’s bloody brilliant! I’d never have thought of it. But I had no idea you spoke English.”

Sergei replied, “Я должен сломать тебя, and the rest is history.

Get it Right the First Time

When you’re looking for a core insurance-processing suite, you don’t need Sir Randolph Smedley-Whyte or Sergei Agafonov to prevent too costly overruns (TCO) and to ensure a much lower total cost of ownership (TCO). You only have to know a little bit of history and make sure your due diligence includes the track records of the vendors you consider working with.

In addition to ensuring your satisfaction, you’ll be sure to prevent one TCO and to benefit from another TCO.

The choice, as always, is yours.

https://finys.com/wp-content/uploads/iVvdZithen-800px-enigma-plugboard.jpg 545 800 Mark O'Brien https://finys.com/wp-content/uploads/finys-logo-color.png Mark O'Brien2022-08-22 07:00:082022-08-15 10:54:27Too Costly Overruns

The Finys Mailbag

August 8, 2022/0 Comments/in Blog /by Mark O'Brien

It’s been a while since we opened the mailbag. But given the volume of cards and letters we get, we’re definitely overdue. So, here’s a selection of our recent fan mail:

Dear Finys,

A vendor recently told me I could have a complete policy administration suite implemented in 20 minutes. Is that true?

Sincerely,

In a Hurry
_______________________________________________________________________________

Dear Hurry,

We do believe that’s possible. But not on this planet. Should such a thing become available, we suggest you review The Good, Fast and Cheap Rule before making any commitments:

Everybody wants everything good, fast and cheap. But you can only have it two ways:

  • Good and fast, but it won’t be cheap
  • Good and cheap, but it won’t be fast
  • Fast and cheap, but it won’t be good.

Good luck.

Finys

Then there was this:

Dear Finys,

My company’s spent $20 million over the past three years for a policy administration system. So far, the only line we’re able to write on the system is igloo coverage in Lapland. Should we consider switching vendors and cut our losses?

Sincerely,

Confused
_______________________________________________________________________________

Dear Confused,

We’re sorry to answer your question with questions, but we have two:

  1. How much money do you have?
  2. How much time do you have?

If you read our reply to Hurry, you know we can’t implement a new system in 20 minutes. But we can definitely help.

Best wishes.

Finys

And finally:

Dear Finys,

We’re an insurance company that’s been in business since 1820. The policy administration system we use is Old Steamy, shown in the photo to the right. It still works pretty good; although, it gets harder and harder to find people to maintain it. Is it too soon to consider replacing it?

Sincerely,

Wheezy
_______________________________________________________________________________

Dear Wheezy,

We hate to be the bearer of bad news. But we checked the market. The only vendor that promised to provide replacement parts for Old Steamy also promises to implement a new policy administration suite in 20 minutes.

Call us skeptical.

Cheers.

Finys

Until next time, please keep the cards and letters coming. And please let us know how we can help.

Thank you.

https://finys.com/wp-content/uploads/58174631-retro-bag-of-the-postman-with-letters-pop-art-vector-postal-service-mail.jpg 300 450 Mark O'Brien https://finys.com/wp-content/uploads/finys-logo-color.png Mark O'Brien2022-08-08 07:00:362022-08-08 07:49:00The Finys Mailbag
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Recent Posts

  • The Digital Promise: Part OneJanuary 18, 2023 - 9:22 am
  • The Great Awakening: Part TwoNovember 28, 2022 - 7:00 am
  • The Great AwakeningNovember 14, 2022 - 5:14 am
  • Witch’s Glitches: Halloween EditionOctober 31, 2022 - 7:00 am
  • A Call to ArmsOctober 17, 2022 - 7:00 am
  • The Certainty of UncertaintyOctober 3, 2022 - 7:00 am
  • Know Your VendorSeptember 19, 2022 - 7:00 am
  • Cognitive DissonanceSeptember 6, 2022 - 7:00 am
  • Too Costly OverrunsAugust 22, 2022 - 7:00 am
  • The Finys MailbagAugust 8, 2022 - 7:00 am
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