We are in the insurance business! We take risks!
In my previous post I did outlined the key steps incumbent insurers could and should take to prepared themselves to the arrival of insurtech disruptors.
We at Uniqa Hungary to walk the talk so…..
Next to our innovations – “HomeGuard” fully digital insurance where we way pay penalties if we fail to respect deadlines, or our new digital platform “CHERRISK” – we push ourselves as well. Right out from our comformzone.
In the recent weeks, we did lay down our old structure and instead of working in silos – we stretched ourselves out into two “end2end” process.
By re-organizing everything we do around two major processes we aim at becoming a more enjoyable experiences to our customers.
Creating two comprehensive streams – one for Retail and one for Corporate customers – enable us to roll out innovation and updates fast across all relevant products and services, manage efficiency on a bigger scale and ultimately return all improvements to our customers.
Such customer based “end2end” approach requires a huge effort from all of us.
As an example we have to replace our traditional “Life and Non-Life product” approach by a “Retail and Corporate” focus.
The starter is that we should focus on our customers. Our individual clients and our corporate customers, they all have very distinctive expectations. We have to embrace the idea that a product only worth as much as it is easily fits into a standardized process and that the ultimate validation of a product is the customer experience it creates.
From people perspective we have turn ourselves into “constant” customer service agents. How easy or rather difficult is for a product expert or for a claim agent to transform his identity and measure his or her output (results) more in light of the satisfaction of his or her customer – even if it is “only” a colleague, the next one in the process.
However this new structure is only an opportunity. One that we should fill up with speed and attitude to maximize its potential. Now that relevant teams are under the same process stream, decisions could be taken faster. This also requires much more delegation and trust. Such trust is also – at the beginning – a matter of courage and cooperation.
Our people managers – some of them insurance professionals themselves – are under immense intellectual pressure to generate motivation for this existential change and lead by example in this transformation.
Suddenly we also better understand the meaning of a “manager as a coach” approach and the necessity of planning everything we do as a change agent.
Trust is built on shared values, strong relationships and mutual understanding. That is why we have dropped our traditional – once a year – performance evaluation systems and are working on gather movement around a continuous conversation approach (thanks Adobe and others!) called jUstTALK (we are Uniqa after all)!
Moving into a uniqe new structure and embracing regular conversations instead of performance tracking is considerable risk.
Still, if we want to be the best – and sure we aim at being the best in customer experiences and setting trends in our industry – our approach should also be daring.
So here we go…..please follow us for updates and news about our journey, follow "UNIQA Biztosító".