What do you do if your insurance workflow needs a tech upgrade?

It's important to identify the right processes and flows to upgrade. Decide what is a priority for your organisation - improving efficiency, enhancing customer satisfaction, reducing fraud, etc. Once you've prioritised based on desired outcome, analyse these processes and identify tasks that are non-value-adding. Spend time with those responsible for performing these tasks and ask a lot of questions to identify their pain points. List down all possible needs and pick the ones that are most time-taking and least value-adding to address first.

Obviously, what we should consider before embarking on a change process such as a technological update is that it is essential to make the effort to verify that the details are known and that these are duly documented in the different business flows and internal management. It is highly recommended to identify the phases or departments and their functions, analyzing the different processes from lead capture, commercial processing (CRM), hiring and onboarding management, operations management, the creation of new products and functionalities, billing, financial management, or the compliance departments, administration or even the purchasing department, not to mention the IT, Systems and Security area.

From here, as some of my colleagues indicate, it is good to spend a little time identifying possible "bottlenecks", repetitive and manual tasks or perhaps identifying those areas that, due to the daily whirlwind, have been more exposed. or less attended, with respect to the reality of the company. And from here, I'm sure we'll have a much clearer idea of where we can start. Clearly, we must involve the people involved in the area or process that we decide, since they are the ones who will transmit the authentic needs and feelings regarding what they have, what they need and, above all, what they do not perceive as necessary. At that moment, I would look for at least 3 vendors that have "Digital Transformation" written in their DNA.

Once you have decided who to work with (and signed the corresponding NDA's) it is time to transfer the information about the department or area with which you are going to work and choose one of the processes that the department has indicated to us that suffers most from crafts, repetition, or even incidents by mistake... Leave a reasonable amount of time for the analysts to take a look and then sit down with them again to analyze which parts of the customer journey are going to be impacted and observe the before and after in the forecast. This will give us an idea if we are on the right way.

Once the processes that have been automated or digitalized have been tested and it has been proven that the results are as expected (or I hope even better), it is necessary to draw up a plan for the deployment that guarantees, under all circumstances, a return to the starting point. in any case. To do this, we can do a deployment in steps, with pilots in groups of clients or files, etc...incrementally: first 10, a week later 50 more...make the jump to 300 after a month. ..this will help not only the impacted teams get used to the new reality, but also the monitoring we do of the deployment will be much more effective.

Once we have tried the honey of this type of improvements in our company (if we have done it well and have chosen the right supplier), it is very likely that we will feel forced to take another process, or area or department and even have the false perception that we have already done half of the work...and nothing could be further from the truth, except for that initial analysis and that documentation process, we will have to do the rest of the steps again, because now our company is not the same as when we started, now we surely have as a change, the impact on the rest of the areas and departments of the "insurance upgrade" process