https://www.insurancenext.tech/bonus-material daily 0.75 2020-07-20 https://www.insurancenext.tech/bonus-material/ad5gup3w71qd2ov2rqr01yxnqsl40r monthly 0.5 2020-07-20 https://www.insurancenext.tech/bonus-material/what-are-the-barriers-for-digital-transformation monthly 0.5 2020-07-20 https://www.insurancenext.tech/bonus-material/4-reasons-tech-partnerships-does-not-work-how-to-create-a-successful-insurtech-partnership monthly 0.5 2020-07-14 https://www.insurancenext.tech/bonus-material/how-to-be-a-leader-for-smarter-people-5-tips-to-keep-focus-on-whats-important-for-top-executives monthly 0.5 2020-06-25 https://www.insurancenext.tech/bonus-material/is-your-organizational-structure-determining-your-strategy-when-creating-the-future-of-your-company monthly 0.5 2020-06-06 https://www.insurancenext.tech/bonus-material/building-the-insurer-of-the-future-time-to-create-new-core-competencies-and-for-bold-management monthly 0.5 2020-05-27 https://www.insurancenext.tech/bonus-material/the-target-operating-model monthly 0.5 2020-05-19 https://www.insurancenext.tech/bonus-material/do-you-have-what-it-takes monthly 0.5 2020-05-19 https://www.insurancenext.tech/bonus-material/blog-post-title-three-4xnlk monthly 0.5 2020-05-19 https://www.insurancenext.tech/bonus-material/blog-post-title-four-hf7yx monthly 0.5 2020-05-19 https://www.insurancenext.tech/say-hi-to-the-author daily 0.75 2024-11-02 https://www.insurancenext.tech/home daily 0.75 2020-12-04 https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1595063961315-1R2963LY8KLVRJU6NWD3/final+cover+-+transparent.png Insurance_Next - the future of insurance https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591772002312-9Y0CDDF3G7I4EE8JMJ7U/frederik-bisbjerg_black-suit-no-jacket_3-4_transparent+copy.png Insurance_Next - the future of insurance https://www.insurancenext.tech/chapters daily 0.75 2022-06-19 https://www.insurancenext.tech/digital-transformation daily 0.75 2020-06-12 https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591348706969-DB1IS73GC0YMEWFMB9T6/Figure5.png Digital transformation - strategy, processes, culture and hard work Figure 5: Successfully implementing new ‘to-be’ processes relies on a new organizational model https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591348575927-Y8MB5HAN7VGNCL8MXN3Q/Figure2.png Digital transformation - strategy, processes, culture and hard work Figure 2: Impacts and trends forming the insurance industry now and in the new future (source: The insurer of the future needs a new base construct and sustainable core competences) https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591348800345-AZE21LKPQ9DFZ74W1AS0/Figure8.png Digital transformation - strategy, processes, culture and hard work Figure 8: Most important organizational risks that digital transformation projects are facing and their mitigations https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591348673560-6Y9Q2JXLJWGRB6W8G5CK/Figure4.png Digital transformation - strategy, processes, culture and hard work Figure 4: The swim lane diagram is used to map all sub-processes and units involved in delivering one service to a customer, for example submitting a claim https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591348771164-IHHQYD75KKBIFZMHMNTY/Figure7.png Digital transformation - strategy, processes, culture and hard work Figure 7: Classifying projects after impact and size helps prioritization and to find ways of freeing resources https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591348738772-XM88OAOAJTP1WG9FJ8HX/Figure6.png Digital transformation - strategy, processes, culture and hard work Figure 6: There are several different ways of beginning a digital transformation project https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591348643626-YH934XLZL83GTA7S7ONN/Figure3.png Digital transformation - strategy, processes, culture and hard work Figure 3: The insurer’s ecosystem of partners and processes https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591348516706-BDQH5WJK8CKRI7N3JYFJ/Figure1.png Digital transformation - strategy, processes, culture and hard work Figure 1: Overview of the factors that are projected to influence the acceleration of the insurance industry development https://www.insurancenext.tech/why-wait-for-the-insurance-industry-to-be-disrupted daily 1.0 2024-11-02 https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591422542967-A2OPH4UB09AOHQ4ZGJE3/ReadTheMarket.jpg Why WAIT for the insurance industry to be disrupted https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591422497066-K8CJ9J206CS6Z5TQM2YU/JustDoIt.jpg Why WAIT for the insurance industry to be disrupted https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591422727147-GYRDLFXARY3BJH67SMJD/StrategicDirection.jpg Why WAIT for the insurance industry to be disrupted https://www.insurancenext.tech/the-insurer-of-the-future-needs-a-new-base-construct-and-sustainable-core-competences daily 0.75 2020-06-12 https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591432263598-ZHYKP35SJ6ATGRDA97YE/Figure1.png The insurer of the future needs a new base construct and sustainable core competences Figure 1: The foundation for the insurer of the future https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591432306563-T04I7LQIFBZEZWBSNBYW/Figure2.png The insurer of the future needs a new base construct and sustainable core competences Figure 2: The foundation for the insurer of the future https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591432236825-JJGH7DBH4KBOHL3KYJUU/Teble1.png The insurer of the future needs a new base construct and sustainable core competences Table 1: Current important trends for the insurer of the future https://www.insurancenext.tech/insurtechs-part-of-the-insurers-digital-transformation daily 0.75 2020-06-12 https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591428345729-L25U95DX6B3W8SH8W5W8/Table1.png Insurtechs - part of the insurers digital transformation Table 1: 2019 total insurtech investments Source: Coverager 2019 insurtech investments in review https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591428438751-CY547IRCB2TD7HGH62V5/Table3.png Insurtechs - part of the insurers digital transformation Table 3: A simple framework to assess the insurer’s current level of development and transformation speed https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591428496952-GVA0W4E3SENRI6RDCQ20/Figure3.png Insurtechs - part of the insurers digital transformation Figure 3: Four major benefits for insurers by partnering with insurtechs https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591428527055-KUJ0J952GOK527ILKJEI/Figure4.png Insurtechs - part of the insurers digital transformation Figure 4: Four different ways insurers can integrate or partner with insurtechs https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591428467497-HJQC4GMBC42RYD29IL2R/Figure2.png Insurtechs - part of the insurers digital transformation Figure 2: Examples of mapping pain points to the elements in the insurance value chain https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591428371269-40PEN853S6PT5GRWJUZR/Figure1.png Insurtechs - part of the insurers digital transformation Figure 1: Insurtech focus in the insurance value chain (Quarterly Insurtech Briefing January 2020) https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591428407858-7RNP1026IOPRJIB3QGWP/Table2.png Insurtechs - part of the insurers digital transformation Table 2: Insurers in the industry can be broadly divided into three different ‘speeds’ https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591428559187-TDH3G0RHOZQNI3TAATDR/Figure5.png Insurtechs - part of the insurers digital transformation Figure 5: The balanced scorecard high-level structure Source: Balanced Scorecard Institute https://www.insurancenext.tech/planning-for-the-unknown-unknowns-strategy-in-hyperuncertainty daily 0.75 2020-06-12 https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591427163982-UR0W5TF1974SKXDUHQT2/Figure1.png Planning for the unknown unknowns – strategy in hyper-uncertainty Figure 1: The S-curve with key inflection points https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591427202890-X3IACBMYXL87JWHO1MZ0/Figure2.png Planning for the unknown unknowns – strategy in hyper-uncertainty Figure 2: Sustaining momentum – moving to the next S-curve – requires leadership capabilities from all stages in the S-curve https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591427240756-Q5NULO62TD9RRZ3TJH4C/Table1.png Planning for the unknown unknowns – strategy in hyper-uncertainty Table 1: An illustrative method to perform self and team assessment of capabilities to secure momentum at the strategic inflection point https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591427274475-83BUN5133EMXD94IG1DR/Figure3.png Planning for the unknown unknowns – strategy in hyper-uncertainty Figure 3: The many ‘moving parts’ in an uncertain, volatile business environment; the ‘known-unknown matrix’ https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591427337368-2SZWJE2AOGAXW6JN6JSV/Figure4.png Planning for the unknown unknowns – strategy in hyper-uncertainty Figure 4: The many ‘moving parts’ in an uncertain, volatile business environment; the ‘known-unknown matrix’ https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591427307435-TW5AHOHISRTY00TAGCF2/Table2.png Planning for the unknown unknowns – strategy in hyper-uncertainty Table 2: Major elements affecting the market development and the future success of the business https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591427380897-AXK13SZ2VF35YDGWL7I8/Figure5.png Planning for the unknown unknowns – strategy in hyper-uncertainty Figure 5: Example of a scenario matrix to map actions and mitigations in the ‘unknown unknown’ quadrant https://www.insurancenext.tech/putting-the-engine-in-the-drivers-seat-a-look-into-the-future-insurance-business-setup daily 0.75 2020-06-12 https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591430258826-I1FZNNMZKWM7J9O4M6TZ/Figure1.png Putting the engine in the drivers seat – a look into the future insurance business setup Figure 1: The traditional top-down strategy process https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591430389971-LSR0QDLT71A6ZX2QHXWA/Figure6.png Putting the engine in the drivers seat – a look into the future insurance business setup Figure 6: Constant monitoring and assessing the implications of the tech development enables the head of technology to suggest changes to the strategic direction of the insurer https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591430477385-H7XZKOOBT5YVTUR9J2XX/Figure8.png Putting the engine in the drivers seat – a look into the future insurance business setup Figure 8: The technology architecture of the insurer must be flexible enough for customers and partners to create their own products https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591430314442-X70R5CGYRQPQCU8V93VA/Figure3.png Putting the engine in the drivers seat – a look into the future insurance business setup Figure 3: The software and application lifespans are constantly decreasing https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591430342184-UGSPNQ7OLV70G8EJFQLW/Figure4.png Putting the engine in the drivers seat – a look into the future insurance business setup Figure 4: The impact of technology sets the starting point for the strategy discussions https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591430437610-MWE704U05JPT8SPF7I35/Figure7.png Putting the engine in the drivers seat – a look into the future insurance business setup Figure 7: Sources for trend information for technology and consumers https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591431066479-XVOCYFYR0F4R17S9RE7V/Figure10.png Putting the engine in the drivers seat – a look into the future insurance business setup Figure 10: There are many factors affecting whether to build or buy all or parts of the insurer’s tech architecture https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591431127631-BDOJN3VL0X59KXPQ26FP/Figure11.png Putting the engine in the drivers seat – a look into the future insurance business setup Figure 11: New metrics to track performance of the IT unit going forward https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591430365871-S6V9URSHNQP66LE2FSXB/Figure5.png Putting the engine in the drivers seat – a look into the future insurance business setup Figure 5: Adding Tech to the strategy and Board agenda https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591430289216-26TW95XIVVZOAE4BLM5B/Figure2.png Putting the engine in the drivers seat – a look into the future insurance business setup Figure 2: There is already technology in all elements of the insurer’s value chain https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591430608684-VGVYZWW5UH3C7RQS4L7A/Figure9.png Putting the engine in the drivers seat – a look into the future insurance business setup Figure 9: Gartner’s bi-modal IT concept for dynamic IT development with legacy systems https://www.insurancenext.tech/the-unknown-next-building-a-futureproof-operating-model-for-the-insurer daily 0.75 2020-06-12 https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591433110099-8V60KPLSP5SXA0U0XV9O/Figure3.png The unknown next – building a future-proof operating model for the insurer Figure 3: The target operating model should enable the insurer to close the gap between the market development and the insurer’s ability to follow https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591433163887-JYZL92H09VT4UGW5UCRI/Figure5.png The unknown next – building a future-proof operating model for the insurer Figure 5: Examples of outsourcing potential non-core activities in the insurance value chain https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591433282323-6O9B2W64J8D6D3MLCE8L/Fgiure9.png The unknown next – building a future-proof operating model for the insurer Figure 9: Changing processes to focus across units and departments will also change the internal organizational decision-making authority https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591433189277-XKWEW4KVZLIPUK5HQEYW/Figure6.png The unknown next – building a future-proof operating model for the insurer Figure 6: The differences between various technological architecture hosting models (source: bmc) https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591433254318-A0WU5F04BJE5YLZUUZK9/Figure7.png The unknown next – building a future-proof operating model for the insurer Figure 7: Simplified user story for buying an insurance policy https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591433230198-H08Q0D3ULWZOMLVLD3R3/Figure8.png The unknown next – building a future-proof operating model for the insurer Figure 8: The core team holds the insurer’s intellectual property (core competences) and coordinates closely with the outsourced teams https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591433079015-W56B4MTZ7U7CB188PD1H/Figure2.png The unknown next – building a future-proof operating model for the insurer Figure 2: Successful strategy implementation relies on a well-defined and well-functioning operating model https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591433134577-EP5QT544D9YCLXGQ3ERM/Figure4.png The unknown next – building a future-proof operating model for the insurer Figure 4: Fixed costs cannot follow the fluctuations in market demand and risks eroding the insurers’ profit https://images.squarespace-cdn.com/content/v1/5ec36082b3825b000995cf2a/1591433049749-C2QTP0JGJQO6SEJS77D6/Figure1.png The unknown next – building a future-proof operating model for the insurer Figure 1: Six future strategy options for insurers to keeping relevant and profitable