Innovation is leading the way, but is insurance following?
Everything is going digital. And if it’s not, it probably won’t be around in a few years’ time. This was the central message from a range of top industry speakers presenting at the insurance sector at Rainmaking InsurTech and PWC’s event last week.
Sometimes we think that we, in the insurance sector, are the only ones being threatened with disruption at best extinction at worst in today’s world of rapid change. It may not be much comfort, but this is far from the truth, think about today’s retail sector, facing death on the high street, or the energy sector under so much pressure to go green.
At this fascinating event, led by Glynn Austen-Brown, Partner PwC's Consulting business & PwC's UK Insurtech leadand generously hosted at PWC’s high tech offices over-looking the historic Tower Bridge, we heard from industry leaders from other sectors, namely Amazon, Shell and Shop Direct (the 2nd biggest online retailer in the UK), about how they approach innovation and what lessons the insurance sector can learn from their approach.
What can the insurance sector learn about innovation?
So, what can we learn from others, as organisations struggle, existing business models are challenged, and expanding customer expectations lead to pressure to deliver more personalised propositions at lower cost?
Amazon Web Services, Orlando Scott-Cowley, Principal Evangelist
Innovating for the future while protecting your core business is a delicate balancing act. Innovating as fast as a start-up is the goal, but failed new product innovation wastes time and resources. In this session, Amazon explained how they innovate and run a lean enterprise as a powerful framework for leading enterprise-scale innovation.
My take-away , is that everyone at Amazon is encouraged to innovate, not just a few bright sparks in a lab, who then have to convince people of the brilliance of their ideas.
Shell Chemicals, Deborah Hubscher, Digital Innovation Lead &
Shell Digital Centre of Excellence, Kari Jordan, Lead Digital Product Manager
Kari Jordan, responsible for the interface into the digital COE for customer centricity value pool (mainly the downstream, renewable energies, trading, retail and corporate functions), is shaping Shell’s innovation journey. Easier said than done in a traditional business that is slow to change and still making huge profits, worldwide.
Deborah Hubscher, who drives digital strategy and change management globally at Shell Chemicals also spoke passionately and with candour about how many people are uncomfortable with change and how it is vital to find a way to bring them on your journey.
My take away , Shell is speeding up and is now looking ahead 3, 6 and 12 months, not 30 years, as they drive innovation through digitisation focused on their customers, rather than just selling products. Sound familiar?
Shop Direct, Ryan Dawson, Head of Strategy
For me, as your average bloke who would rather play golf, go to the gym or watch Love Island, sorry, to going shopping, this was the most surprising presentation of the event.
Ryan, who is focused on helping the business delight Shop Direct’s customers and deliver profitable growth, clearly knows his stuff when it comes to innovation.
At the event, he shared with us how Shop Direct transitioned from a paper catalogue (25million / annum) business (Littlewoods) into a fully mobile first digital business in 10 years, when Littlewoods sold all their retail stores.
My take away , against the backdrop of the current retail environment, I suspect Sir Phillip Green wishes he’d hired Ryan a few years back!
PwC, James Cousins, Director with Strategy&
James, a bright spark with more qualifications than the average Lloyd’s broking house, spoke about the recent White Paper that he worked on ‘Harnessing the power of disruption’.
In his presentation, he explained how the disruption in financial services could total £100bn of revenue by 2030, and where he felt the disruption would come from.
Click to view PWC’s White Paper on 'Harnessing the power of disruption.'
My take away , was that disruption does not come from a single event, but when different forces, such as customer appetite for change meet technology, innovation and ease of switching to a new way of doing things.
Rainmaking InsurTech, Manjit Rana, M.D. Corporate Innovation
Having worked to bring innovation to the Insurance industry for the last 30 years, Manjit has witnessed the good, the bad and the ineffective. Taking these learnings, Manjit shared what an Innovation 136 Strategy is and how it will be our insurance against irrelevancy.
The 136 strategy is how companies should look at innovation, planning for 1 year, 3 years and finally 6 years ahead.
My take away , people born in 2018 will, due to driverless cars, never need to learn to drive. Motor insurance for starters is getting disrupted.
Innovation is leading the way, but is insurance following?
By the end of the session, people may not have had all the answers, but there was certainly plenty of food for thought. Credit and thanks to Rainmaking InsurTech and PWC who brought together such a interesting selection of insightful speakers.
Following the presentations, we enjoyed networking drinks, which was a great opportunity to meet connections old and new who are also exploring innovation as a way ahead.
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