EXECUTIVE SUMMARY Transforming insurance operations through advanced operating models Insurance executives believe there is untapped potential for advanced operating models to address complex strategic enterprise challenges 1
About the research In 2014, Genpact commissioned a research project conducted by an independent research firm. The goal was to assess the potential for new operating models across a wide spectrum of industry sectors and functions. More than 900 senior-level executives completed the survey. Respondents were screened based on their ability to materially influence functional decisions. The survey findings complement other research and insight derived from Genpact s experience in designing, transforming, and operating business processes and operations. This document presents findings drawn from 95 senior executives in the insurance industry including 52 operations executives. 2
Introduction As the Insurance industry emerges from the uncertainty of the last few years, COOs and other senior operational executives are focused on growth. Insurance operations have the potential to help address some of these issues, but levels of maturity and preparedness vary widely across companies and functions. Specifically, the claims and agency support functions have emerged as two key spaces to watch. The three levers of operating model transformation technology, process reengineering, and advanced organizational structures (shared services, business process outsourcing, and hybrids) all create impact differently. Using commissioned research, Genpact has examined these trends to understand how enterprises are driving transformation to achieve business impact. 3
Insurance operations executives said that customer satisfaction, growth, and risk management are the top challenges for their companies Customer satisfaction, growth and scalability, and cost are the challenges most often confronting insurers today When asked to indicate top industry challenges, insurance executives pointed to three in particular: customer satisfaction, scalability, and cost reduction. Risk and regulations are just behind. These executives are far less concerned about agility, innovation, or reduction of capital and asset intensity (Figure 1) Importance of the challenge (% of respondents in specific industries stating that the challenge is among the Top 3 for their company) 0 10 20 30 40 50 60 Ensure compliance to regulations Increase customer satisfaction Increase growth and scalability Reduce costs Enable company s innovation Manage risk Enable agility and adaptability Reduce capital and asset intensity Figure 1 n=52 insurance operations executives 4
Commercial claims have significant impact on customer satisfaction, but P&C agency support can do more to drive growth Claims function, agency support, and actuarial/claims analysis are wellpositioned to address many top challenges Insurance operations executives most often identified the property and casualty (P&C) claims function as having potential for material impact on customer satisfaction. About 84% of operations executives said that commercial claims can have material impact on this challenge, and 71% said the same for personal claims. Regarding growth and scalability, the biggest proportions of operations executives pointed to P&C agency support (79%) and commercial underwriting (75%) as well as actuarial and claims analysis as offering high impact potential (Figure 2). % of respondents stating function can have material impact on addressing challenge Magnitude of challenge Increase customer satisfaction Increase growth & scalability Manage risk Ensure compliance to regulations Reduce costs 53 53 53 51 46 % of respondents stating it is one of the top 3 challenges in their company P&C personal claims 71 50 4 67 38 6140 P&C commercial claims 84 39 52 41 67 0 14 P&C commercial underwriting 52 75 48 53 70 9 936 27 P&C agency support 65 79 38 39 40 140 37 Personal policy admin/underwriting 65 35 34 46 36 53 65 62 23 62 63 32 19 Actuarial and claims analysis 52 4834 71 53 78 30 62 627 63 Figure 2 n=52 insurance operations executives 5
Agency support and actuarial/claims analysis less ready to mature further P&C commercial underwriting and personal claims are considered the insurance functions most prepared to reach maturity P&C personal claims and actuarial/claims analysis were seen as the most mature functions; 80% and 78% of respondents, respectively, rated these functions as mature or very mature. About 74% of operational executives said the P&C commercial underwriting function is prepared to evolve further (Figure 3). Claims were not far behind with 68% and 67% for the personal and commercial claims functions, respectively. Agency support and actuarial/claims analysis are less ready to mature further (Figure 3). % of respondents stating the preparedness of the functions in their organizations Fully prepared Prepared Somewhat prepared/not prepared P&C commercial underwriting 40 34 26 P&C personal claims 50 18 32 P&C commercial claims 48 19 33 Personal policy admin/underwriting 30 33 37 Actuarial and claims analysis 39 16 45 P&C agency support 36 14 50 n=52 insurance operations executives Figure 3 6
Advanced organizational structures (BPO/SSC/ hybrid) were often seen as impactful by insurance executives Many insurance executives saw advanced organizational structures as applicable, but radically improved technology, when appropriate, can generate greater dollar impacts Advanced organizational structures including shared service centers (SSCs), business process outsourcing (BPO), or hybrids were more frequently cited by insurance operations executives as having a greater possibility of material impact for some functions. This was true for personal and commercial P&C claims (Figure 4). However, where applicable, technology was seen as delivering greater dollar impact. % of respondents stating the initiative can have a material impact on the function Radically improved use of technology Business process re-engineering SSC, BPO or Hybrid Impact Index* Actuarial and claims analysis 62 53 38 60 149 P&C commercial claims 56 28 54 69 27 144 P&C commercial underwriting 63 28 58 4627 144 P&C personal claims 4827 46 29 60 133 Personal policy admin/underwriting 58 28 54 50 27 133 P&C agency support 60 29 58 50 120 BPO Business Process Outsourcing, SSC Shared Services Function Impact Index* combining stated importance of challenges and stated ability of a function to address them n=52 insurance operations executives Figure 4 7
In conclusion COOs and other senior insurance executives are once again focused on growth, following a sustained period of financial turmoil and economic uncertainty. The researchers examined how those challenges can be tackled with three levers of operating model transformation: technology, process reengineering, and advanced organizational structures. The related transformation of operations is an untapped strategic lever for the COO as well as the CEO. However, it is sometimes seen as a formidable undertaking. Our experience of advanced operating models, accumulated over 15 years, clearly indicates that there are agile and practical ways to transform. The key is to design, transform, and run the processes that power advanced operating models so that they closely align with measurable business goals, thus avoiding saddling the company with unnecessary and often unmanageable complexity. This approach focuses more rigorously on the sources of impact and deliberately disregards any practice that does not yield material outcomes. It also takes a more objective and holistic look at technology, analytics, and organizational practices. Finally, this approach harnesses the process and organizational levers available from established disciplines, such as reengineering, shared services, outsourcing, and global delivery. We think there is a smarter way to transform operating models and address the most complex strategic challenges. This is a way for COOs to make their enterprises more intelligent and generate material impact. This document presented the highlights of research findings. Discover more in the full report. 8
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Genpact Research Institute The Genpact Research Institute is a specialized think tank harnessing the collective intelligence of Genpact as the leading business process service provider worldwide - its ecosystem of clients and partners, and thousands of process operations experts. Its mission is to advance the art of the possible in our clients journey of business transformation and adoption of advanced operating models. www.genpact.com/research-institute About Genpact Genpact (NYSE: G) stands for generating business impact. We design, transform, and run intelligent business operations including those that are complex and specific to a set of chosen industries. The result is advanced operating models that foster growth and manage cost, risk, and compliance across a range of functions. We have hundreds of long-term clients including more than one-fourth of the Fortune Global 500 and currently employ over 66,000 employees in 25 countries, with key management and corporate offices in New York City. Behind our passion for process and operational excellence is the Lean and Six Sigma heritage of a former General Electric division that has served GE businesses for more than 16 years. For more information, contact, insurance.solutions@genpact.com and visit, www.genpact.com/home/industries/insurance Follow us on Twitter, Facebook, LinkedIn, and YouTube. 2014 Copyright Genpact. All Rights Reserved. 10