Insuratainment

Because we like to keep ourselves abreast of what’s going on in the insurance industry, we happed across a post from Comperemedia purporting to identify three emerging trends. They are:

  1. Ecosystems Expanding
  2. Brands as a Life Coach
  3. Beyond the Screen as We Know It.

We don’t know what any of those things are supposed to mean. So, we looked up Comperemedia. According to its parent company, Mintel, Comperemedia is:

The complete and expert source of product-level data and insight in direct marketing. We monitor acquisition strategies, pricing, targeted offers and product introductions from our rolling and lifecycle panels in five channels for the US and Canada.

As if pedestrians don’t have enough to worry about already, now we have to be wary of rolling panels. But that’s not what confused us the most.

Say What?

What really caused us to scratch our heads was this, under trend #1 above:

In the face of ongoing pandemic concerns like inflation, exponential increases in product offerings and choices, and limited out-of-home experiences, consumers will demand control via stability, simplified choices, and fresh entertainment experiences.

We could understand how and why inflation might be a pandemic concern. We got the fact that exponential increases in product offerings might cause curiosity, if not concern. We share people’s concerns about limited out-of-home experiences. And we’re right there with the desire for stability and simplified choices. Give us simple coverage choices from a stable company, and we’re good to go.

But we have to admit to being stymied by fresh entertainment experiences. At first we thought it might be a typo. It’s easy enough to imagine typographical errors of one, two, or maybe even 10 characters. But 30? That felt like a stretch. Even when we had to type The quick brown fox jumps over the lazy dog in our high school typing class, blindfolded, we didn’t make that many typos. Then we thought maybe the folks at Comperemedia believed consumers wanted to be entertained by the insurance they buy. We enjoy all of the insurance protection we’ve purchased in our lives. But we can’t recall having been entertained by any of it.

The Fine Print?

We may or may not call the folks at Comperemedia to find out what they’re on about. But in the meantime, we’re going to play closer attention to the fine print in our insurance policies.

We can’t stand the thought that we may be missing something.

Don’t Yank My Value Chain

In perusing Insurance Business America, we came across the insurtech weekly news roundup. In the roundup, we came across this:

The coronavirus pandemic has underscored the need for insurers to modernize but fewer than 25% of the 200 largest global insurers have truly digitized their value chain.

It might be more helpful to the remaining 76 percent or more of the largest global insurers if value chain — or digitized value chain — were defined. Then the largest global insurers would have a better chance of knowing what they were supposed to have been doing.

Our main office is in Michigan. During Michigan winters, value chains are what we put on our tires when it snows. But according to Investopedia:

  • A value chain is a step-by-step business model for transforming a product or service from idea to reality.
  • Value chains help increase a business’s efficiency so the business can deliver the most value for the least possible cost.
  • The end goal of a value chain is to create a competitive advantage for a company by increasing productivity while keeping costs reasonable.
  • The value-chain theory analyzes a firm’s five primary activities and four support activities.

Investopedia goes on to explain the five primary activities and the four support activities. But we still think value chain sounds a little stuffy. And four bullet points and nine enumerated items still feels a bit too complicated to communicate something that could be said more clearly and succinctly.

Plain English

Call us crazy. But wouldn’t it be easier to define value chain like this? Value chain connotes the activities needed to create a product or service and bring it to market. And if we did that, wouldn’t it be easier to grasp the concept of digitizing our value chains if we said this? Digital value chain connotes the activities needed to create a product or service and bring it to market using computers and the internet.

If we simplified the language we use to explain things and if we used less jargon, it would be easier to facilitate collaborative synergies and to enable the various parties along the digital value chain to transition end-to-end functionalities as a way of architecting turn-key functionalities for all of our end-user constituencies and to exploit innovative metrics to revolutionize extensible distribution channels.

See what we mean? 😉

Ripped From the Headlines

Sorry. We couldn’t resist making the title of this post as sensational as possible. But we did find a headline that intrigued us. It was this, from Insurance Business America: “Wisconsin Supreme Court rules against insurance coverage for COVID losses:”

The Wisconsin Supreme Court ruled on Wednesday, June 1, that businesses are not entitled to insurance coverage for losses resulting from the COVID-19 pandemic and related public safety restrictions … “One may think of the business-income provision as indirect loss-of-use coverage, but that does not change the fact that a prerequisite for that provision is still a direct physical loss or damage.”

And then we found the Supreme Courts of and Massachusetts and Iowa handed down similar rulings. Here’s the intriguing part: Loss-of-income insurance can cover revenues lost due to property losses. Disability insurance can cover wages lost by individuals due to illness or injury. COVID-19 clearly didn’t result in property damage. And few if any disability writers could have foreseen a global pandemic.

But the bigger question to us, it seems, is what happens when wages are lost due to governmental decisions to shut down entire segments of an economy? Wow. Talk about unforeseen circumstances.

Uncharted Territory

We’ve now been contending with COVID for about 28 months. That may seem like a long time. But the insurance industry works in mysterious ways. Developing insurance coverages at all requires huddling with actuaries, writing new products, testing them, rating them, underwriting them, pricing them, getting them approved by State DOIs, marketing them, selling them, and more. Compound all that with the vagaries of a global pandemic (or any other unforeseen disaster) and we’re working without experience, to say nothing of maps, compasses, and guide dogs.

Yes, these court decisions against COVID losses seem harsh and heartless, at least as they pertain to the interests of policyholders. But they’re learning experiences. We now know at least some of what we didn’t know before the pandemic. We can apply that knowledge in anticipation of future eventualities and to write contingencies into protections and limits against future uncertainties.

The most consistent thing ripped from the headlines these days is uncertainty.

We’re all doing our best to live with it.

Cyber Liability

The May edition of NU Claims contains an article entitled, “Cybersecurity compliance is about to get even trickier”. It contains this fact:

A January study by KPMG found that senior risk executives in the Americas reported record losses from fraud, compliance breaches and cyberattacks over the last year and expect threats to grow in 2022.

Granted, cybersecurity and cyber liability insurance are relatively new fields. But two of the reasons for the record losses are (1) insurers have been writing cyber liability coverage without fully understanding the extent or the complexity of the risks, and (2) their policyholders don’t understand the extent or the complexity of their vulnerability.

As with everything else, with cyber liability, we’re learning as we go. But there are things insurers and their policyholders can do to protect both parties.

Safety First

Before writing coverage, insurers can work with their prospective policyholders to make sure their environments have been evaluated and some manner of protection has been put in place. Those evaluative and protective measures should include but need not be limited to:

  • Gap Analysis: Make sure environments and infrastructures are evaluated to determine levels of preparedness and to determine the ability to recover from potential cyberattacks or data breaches. If weaknesses are discovered, perform a …
  • Vulnerability Assessment: Find the weak points and identify compliance gaps in the IT infrastructure. Evaluate points of remote access. Assess authorization levels for access to networks and systems. Analyze perimeter and internal defenses and system configurations. Categorize the risks and prioritize remediation efforts.
  • Penetration Testing: Make deliberate attempts to hack environments to evaluate networks, software, security controls, and defenses.
  • Monitoring: Make sure you have the tools in place to monitor and secure the IT infrastructure.

To help their prospective policyholders, insurers can also suggest their prospects make sure their cybersecurity vendors have one or more cybersecurity certifications. The website of the National Initiative for Cybersecurity Careers and Studies is a good place to start identifying the appropriate certifications.

Forewarned is Forearmed

No system or environment is hack-proof. That’s why there’s cyber liability insurance. But all systems and environment can be protected from the most common kinds of attacks. And insurers can help their prospects and policyholders mitigate their risks of fraud, compliance breaches, and cyberattacks.

The fact is we’re all in this fight together.

Brave New World

On October 22, 2015, MIT Technology Review published a piece called, “Why Self-Driving Cars Must Be Programmed to Kill”.

It’s hard to imagine the degree of academic detachment required to reduce a philosophical quandary to the level of computer programming and to anthropomorphize said computer and the programs it runs to the extent that a life-and-death scenario could be blithely characterized as:

an impossible ethical dilemma of algorithmic morality.

But that’s exactly what happened because:

Jean-Francois Bonnefon at the Toulouse School of Economics in France and a couple of pals … say that even though there is no right or wrong answer to these questions, public opinion will play a strong role in how, or even whether, self-driving cars become widely accepted.

And professor Bonnefon and his fellow academics concluded:

People are in favor of cars that sacrifice the occupant to save other lives—as long they don’t have to drive one themselves.

After reading that article, we found ourselves walking, biking, and taking public transportation for fear of coming up on the short end to some algorithmic morality controlling a self-driving killing machine. But we eventually got over ourselves.

Fast Forward

Since then, of course, self-driving cars have become all the rage, with some predicable results. Nevertheless, the May/June edition of NU Claims features an article entitled, “Autonomous Vehicles: Predictions vs. Truth”. The article said this, in part:

Autonomous technology doesn’t just apply to private passenger vehicles. With the shortage of truck drivers, having autonomous technology would allow goods to be moved across the country on a 24-hour basis. The autonomous trucks could keep moving without the need to stop for drivers to rest … the size of the vehicle and the logistics of turning and navigating in traffic bring a different element to the task at hand.

When we read that, we couldn’t help thinking of the 1971 Steve Spielberg film, Duel. In a latter-day version, of course, the truck wouldn’t be driven by a dude with terminal road rage. Rather, it would be directed an algorithmic morality programmed to kill. We’ve come a long way, baby.

After reading the article, we couldn’t decide who we’d least like to be: The guy who comes up on the short end of a car programmed to kill. The actuaries who have to work with algorithmic morality to calculate risk probabilities. Or the underwriters who have to throw darts at the wall to determine risk levels until there’s enough claims history to rate and price coverages with any reasonable degree of plausibility, to say nothing of profitability.

This is the kind of thing that give the phrase, brave new world, entirely new meaning.

People Don’t Want to Be Sold

People don’t want to be sold. They want to buy. Do you think those sentences are contradictory? Consider this:

Think about what happens when you walk into a retail store. An attendant usually comes up to you and asks, “May I help you?”

You typically respond, “No, thank you. I’m just looking.”

In all likelihood, that’s not true. You’re not just looking. You’re hoping to be buying. But you’d prefer to be left alone to buy what you want — or to buy what you need — in your own time, without pressure from a salesperson.

Now think about this: You walk into that same retail store. The attendant approaches and says, “Hi. I know you’re probably just looking. So, please free and take your time. If you need help, I’ll be right over there. And if you’re interested, I can probably help you save 40 percent of the time you’d otherwise spend here.” Then she walks away.

What happened there? The attendant realized that your need to buy from her was much more important than her need to sell to her. She approached you with the intent to serve you and to make your visit to the store valuable.

No, This is Not Retail

It’s obvious enough that core processing software is not a retail sale. Core processing software is not a a commodity. It’s not an impulse buy. But it does serve business needs. And it does provide value.

That’s why we don’t run ads that say, “We won’t be undersold!” It’s why we don’t run limited-time discount offers. It’s why we cultivate trusting relationships, stand by our customers, provide the services they need to ensure the success of the implementations, and continue to enhance, improve, and add new functional capabilities to our software.

“Why are you telling us this?”

We thought you’d never ask. We’re telling you this because if our desire to sell you our software exceeds your desire to buy it — and to work with us for the good of your company — we’re doing it wrong. And if we come with any intention other than to serve you and to help you achieve your objectives, it’s the wrong intention.

If you’ve ever seen a demo of our software, you know it practically sells itself anyway.

If you haven’t, why not?

The Tortoise and the Cloud: Part Two

In the middle of March, Insurance Thought Leadership published a post called, “‘No-Code’ Goes Mainstream”. The post offered this time-sensitive admonition:

It’s time to take a hard look at no-code–generating computer programs without the need for programmers–which could streamline business processes and slash costs … No-code takes programming to the next level [no indication of what level we’re on now], because it lets even us non-technical types do that sort of grabbing of objects to assemble apps that make computers do what we want them to do — without having to wait for the IT department to have resources for us and without having to translate our current processes and our desires into some language that they can turn into code.

Like cloud computing (as we suggested in our previous post), much of the hard looking is already being done or has been done.

OOPs

The grabbing of objects mentioned in the Insurance Thought Leadership post refers to object-oriented programming (OOP), which develops software programs as simple, reusable pieces of code blueprints (usually called classes) that are used to create individual instances of objects, rather than necessitating the repetition of individual lines of code. While OOP wasn’t new in the immediate aftermath of Y2K, it was more widely adopted thereafter, along with programming languages like Python and Ruby, as suggested in this historical artifact, which says this, in part:

In particular, the newer generation of programmers wasn’t looking back into the labyrinth of COBOL, ForTran, DB2, and other ancient procedural languages. Rather, they were looking ahead into the as-yet unstructured lexicon of declarative query languages like SQL, JavaScript, and the programming equivalent of Esperanto-XML-that permitted greater functional literacy.

Since that artifact was published almost 22 years ago, it can’t come as any surprise that no-code programming has also been around for a while.

What’s In a Name

To make an arguably self-serving point, our Design Studio offers users no-code/low-code for implementation of the Finys Suite. It’s the exact same toolset our developers and designers use. It enables insurers to be self-sufficient, responsive, and competitive by letting them design and configure their own products. It also lets business users and IT departments collaborate to design, configure, and manage the Suite — as well as states and lines of business — more quickly and less expensively.

Maybe we could have called it No-Code Studio. But Design Studio sounds more elegant. And yes, it’s in the cloud.

As Ted Nugent would say, “Ya gotta love that.”

The Tortoise and the Cloud

We received a report from McKinsey & Company called, “How top tech trends will transform insurance”. It begins with this statement: “Over the next decade, the fully tech-enabled insurer will bear little resemblance to today’s organization. Five trends, individually and in combination, will have a seismic impact.” Seismic impact is a little over the top. But to each his own.

Tech trend, #2, however — distributed infrastructure — struck as a little odd, particularly this statement:

As cloud matures, a rapid shift to the cloud for all core systems will help insurers to be more nimble in launching new products and creating better customer service. Cloud will also be critical for enabling the type of compute [sic] power that is needed to fully understand and make use of the incredibly large data sets (such as tens of millions of claims data points). 

The report was issued in September of 2021. So, over the next decade would take us well into 2031. That seems a bit odd since, according to Wikipedia:

References to the phrase “cloud computing” appeared as early as 1996, with the first known mention in a Compaq internal document. The cloud symbol was used to represent networks of computing equipment in the original ARPANET by as early as 1977, and the CSNETby 1981.

This appears to be yet another instance of our going back to the future. But that’s a subject for another blog post.

Which Is It?

The insurance is frequently criticized for being slow to adopt technology. Yet, in January of 2021, nine months before the McKinsey report was published, Clover Infotech wrote this in a post called, “The Impact of Cloud Computing on the Insurance Industry”:

Insurance companies are readily accepting and leveraging the robust cloud computing services. Cloud-based solutions, besides providing security and flexibility, also offer rapid provisioning, better asset visibility, and robust data governance facilities. Cloud computing has a huge impact on the insurance industry, with benefits for internal processes, new customer acquisition, and building policyholders’ loyalty.

If insurance companies were readily accepting cloud computing in early 2021, we’re not sure where the notion that it’ll take until 2031 for the rapid shift McKinsey projects came from. Ten years might seem rapid to a tortoise. But even the insurance industry is faster than a tortoise.

We suspect the industry would be well-served to look at the capabilities available to it now, rather than waiting for a series of confusing reports to come true.

If it does that, its capabilities in 2031 might be as yet unimagined.

International Pi Day

Those of you who aren’t mathematically inclined may not be aware of the fact that today, March 14 (3.14), is International Pi (π) Day.

Pi is a mathematical constant — derived from the ratio of the circumference of a circle to its diameter — roughly equal to 3.14159; although, its decimal representation never settles into a permanently repeating pattern and is allegedly infinite. We say allegedly infinite because that’s never been factually proven. With one exception, everyone who’s attempted the proof has died of old age. The exception was Wilbur Freemish from Baked, Alaska. Wilbur’s wife, Agnes, found him unresponsive at his desk. The autopsy revealed he’d aspirated some seeds from a slice of raspberry pie he was eating as he calculated.

When Agnes was brought into Police HQ for a preliminary interview, she blurted out, “It serves the chooch right. All he ever did was play with those damn numbers!” Agnes was never considered a suspect in Wilbur’s demise. But her statement wouldn’t have mattered, either way, because the cops weren’t recording the interview or listening to Agnes. They were working on their own decimal representations for pi.

Oops

At any rate, due to poor communication and current supply-chain shortages, the first announcement of International Pi Day caused a panicked market run on apples, peaches, blueberries, strawberries, rhubarb, chocolate, custard, banana cream, lemon meringue, and key limes. There were no shortages of mince, of course, because no one actually likes mince pie.

On hearing of the confusion, the International Mathematical Union issued the following statement:

It is with deep regret that we acknowledge the besmirching of our beloved π. Without it, the areas and circumferences of innumerable circles would remain unknown to us to this very day. As a boon to trigonometry and physics, π has spawned countless formulae, especially as they pertain to ellipses and spheres. Let it be noted, as well, that pi occurs in various mathematical problems involving the lengths of arcs or other curves, the areas of sectors and other curved surfaces, and the volumes of many solids. It’s used in various formulae to describe such periodic phenomena as the motion of pendulums, the vibration of strings, and alternating electric currents. And in the field of entertainment, π was a foundational element in classic performances of the Three Stooges.

No matter how you choose to celebrate International Pi Day, we hope you enjoy it.

But watch out for the raspberry seeds.

To Go, or Not To Go, That is the Question

It’s a new year. Spring is coming. That means the first trade show season of the year is coming. (Fall will be next.) That means a whole bunch of budgetary decisions have to be weighed against a whole bunch of social decisions. Given the gravity of those decisions, we decided to debate the issue amongst ourselves, pro and con. Here’s what happened:

Pro: Hey. How you doin?

Con: Really? That’s how you start a debate?

Pro: Sorry. I think we should sign up for the trade shows because we get to see people we haven’t seen in a while.

Con: Have we ever acquired a new customer as a direct result of attending a trade show?

Pro: No. But if we’re not there, people will think we’re in trouble.

Con: Yeah. But if we go and there are no prospects there, we will be in trouble.

Pro: Given the size of our marketing budget, we can afford to go.

Con: Since the commitment to going costs tens of thousands of dollars, what else might we do with our marketing dollars that could be more effective?

Pro: I have to admit that’s a good question. But I don’t know that anything else is as effective as person-to-person communication.

Con: Do we yet know the effect COVID will have on trade-show attendance in the future?

Pro: No. But isn’t going the best way to find out?

Con: Yes. But it’s also the most expensive way to find out.

Pro: Then what should we do?

Con: I don’t know. Let’s think about it.

Pro: Have I ever told you how much I admire your decisiveness?

The Real Question

The levity of the preceding conversation notwithstanding, that kind of debate goes on in most companies in most years. This year, the debate is likely to be a little murkier thanks to COVID, even though (or maybe because) we seem to be shaking it off in some places (and not in others). But the debate will never go away.

As always, the resolution of the debate will depend on some subjective combination of personal predilections, budgetary considerations, and incremental value. On one hand, we managed to survive two years with virtually no trade shows (but lots of virtual ones). On the other hand, if we don’t show, we run the risk of being perceived as having gone dark.

To go, or not to go, that isn’t the real question. The real question is: What’s the cost of either choice?

Choose wisely.