Advanced operating models help insurers address customer ... · Insurance Customer Satisfaction 60...
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Actuarial and claims analysis along with P&C claims seen by most operations executives as having most impact on important challenges 1 Index score for a sub-function combines the impact of the sub-function with the importance for each challenge …but radically improved use of technology can generate greater dollar impacts when applicable. % of respondents who rated their finance function as: % of respondents stating the initiative can have a material impact on the function % of respondents stating the initiative's progress as: GENERATING INSURANCE IMPACT MATURE IMMATURE PREPARED UNPREPARED Genpact (NYSE: G) stands for “generating business impact.” We architect the Lean Digital SM enterprise through a unique approach that reimagines our clients’ middle and back offices to generate growth, cost efficiency, and business agility. Our hundreds of clients include more than one-fourth of the Fortune Global 500. We have grown to over 70,000 people in 25 countries, with key management and a corporate office in New York City. We generate impact quickly because of our business domain expertise and experience running complex operations. Behind our passion for technology, process and operational excellence is the heritage of a former General Electric division that has served GE businesses since 1998. 52 insurance operations executives, as opposed to 157 F&A executivesGenpact Actuarial & Claims Analysis (A&CA) 149 Property & Casualty Commercial Claims (P&CCC) 144 Property & Casualty Comercial Underwriting (P&CCU) 144 Insurance Customer Satisfaction 60 Insurance Customer Satisfaction 60 52 52 Increase Growth and Scalability 54 Increase Growth and Scalability 54 75 71 50 46 52 Reduce Costs 52 Reduce Costs 67 63 63 Manage risk 44 Enable ability and adaptability 27 Ensure compliance to regulations 42 Enable company’s innovation 17 Reduce capital and asset intensity 4 16 Radically Improved Use of Technology (IT) IN PROGRESS LATER NOT CONSIDERED Business Processing Re-engineering (BPR) Advanced Organizational Structures (Shared Services, Business Process Outsourcing) 38 $210 million $108 million $151 million IMPACT INDEX 1 Building customer satisfaction, in- creasing growth, and reducing costs are the primary challenges for operations executives at insur- ance companies % of respondents stating that the function can have material impact on addressing each challenge % of respondents stating that the challenge is among the 'Top 3‘ for their company. THE CHALLENGE ARE THEY READY? CAN OPERATIONS HELP? Most functions fairly mature; personal claims and actuarial analysis considered most mature HOW TO EVOLVE IT, reengineering and advanced organizational structures are seen as equally able to impact functions’ operation THE PATH TO THE FUTURE Organizational structures (SSC/BPO) seen impactful by many operations executives IN PROGRESS LATER NOT CONSIDERED Source: Survey of 52 insurance operations executives conducted by an independent research firm. SURVEY INSIGHTS Technology, process reengineering, and advanced organizational structures create strategic impact 56 62 63 IN PROGRESS LATER NOT CONSIDERED 58 60 48 Average $ impact Advanced Organizational Structures BPR IT 65 65 79 48 37 60 69 46 60 50 50 84 71 39 78 55 22 45 64 32 4 60 29 11 68 32 0 70 21 9 64 29 7 58 42 0 76 24 0 54 58 54 46 65 31 4 74 26 0 81 14 5 63 33 4 68 28 4 64 27 9 73 18 9 74 21 5 76 24 0 Advanced operating models help insurers address customer satisfaction, growth, and cost reduction challenges Property & Casualty Personal Claims (P&CPC) 133 Personal Policy Admin/Underwriting (PPA/U) 133 Property & Casualty Agency Support (P&CAS) 120 67 A&CA P&C-CC P&C-CU P&C-PC PPA/U P&C-AS A&CA P&CC-C P&C-CU P&C-PC PPA/U P&C-AS A&CA P&C-CC P&C-CU P&C-PC PPA/U P&C-AS A&CA P&C-CC P&C-CU P&C-PC PPA/U P&C-AS 76 74 24 26 76 74 24 26 26 74 33 67 80 68 20 32 70 63 30 37 70 50 30 50 58 80 68 20 32 www.genpact.com/internetofthings Follow Genpact on Twitter, Facebook, LinkedIn, Youtube.
Transcript of Advanced operating models help insurers address customer ... · Insurance Customer Satisfaction 60...
Actuarial and claims analysis along with P&C claims seen by most operations executives as having most impact on important challenges
1 Index score for a sub-function combines the impact of the sub-function with the importance for each challenge
…but radically improved useof technology can generate greater dollar impacts when applicable.
% of respondents who rated their �nance function as:
% of respondents stating the initiative can have a material impact on the function
% of respondents stating the initiative's progress as:
GENERATING INSURANCE IMPACT
MATURE IMMATURE
PREPARED UNPREPARED
Genpact (NYSE: G) stands for “generating business impact.” We architect the Lean DigitalSM enterprise through a unique approach that reimagines our clients’ middle and back offices to generate growth, cost efficiency, and business agility. Our hundreds of clients include more than one-fourth of the Fortune Global 500. We have grown to over 70,000 people in 25 countries, with key management and a corporate office in New York City. We generate impact quickly because of our business domain expertise and experience running complex operations. Behind our passion for technology, process and operational excellence is the heritage of a former General Electric division that has served GE businesses since 1998.
52 insurance operations executives, as opposed to 157 F&A executivesGenpact
Actuarial & ClaimsAnalysis(A&CA)
149
Property & CasualtyCommercial Claims(P&CCC)
144
Property & CasualtyComercial Underwriting(P&CCU)
144
Insurance CustomerSatisfaction
60Insurance Customer
Satisfaction
60
52 52
Increase Growthand Scalability
54Increase Growthand Scalability
54
75
71 50 46
52Reduce Costs
52Reduce Costs
67
63 63
Manage risk
44
Enable abilityand adaptability
27Ensure compliance
to regulations
42Enable company’s
innovation
17Reduce
capital and assetintensity
4
16
Radically Improved Use of Technology (IT)
IN PROGRESS
LATER
NOT CONSIDERED
Business Processing Re-engineering (BPR)
Advanced Organizational Structures (Shared Services, Business Process Outsourcing)
38
$210 million
$108 million
$151 million
I M P A C TI N D E X 1
Building customer satisfaction, in-creasing growth, and reducing costs are the primary challenges for operations executives at insur-ance companies
% of respondents stating that the function can have material impact on addressing each challenge
% of respondents stating that the challenge is among the 'Top 3‘ for their company.
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S H
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Most functions fairly mature; personal claims and actuarial analysis considered most mature
HO
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VO
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IT, reengineering and advanced organizational structures are seen as equally able to impact functions’ operation
TH
E P
AT
H T
O T
HE
FU
TU
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Organizational structures (SSC/BPO) seen impactful by many operations executives
IN PROGRESS
LATER
NOT CONSIDERED
Source: Survey of 52 insurance operations executives conducted by an independent research �rm.
S U R V E Y I N S I G H T S
Technology, process reengineering, and advanced organizational structures create strategic impact
5662 63
IN PROGRESS
LATER
NOT CONSIDERED
58 6048
Aver
age
$ im
pact
Advanced Organizational Structures
BPR
IT
6565
79
48 37
60 6946 60 50 50
84
71
39
7855 22 45
6432
4
6029
11
68
320
7021
9
6429
7
5842
0
7624
0
54 58 5446
6531
4
7426
0
8114
5
6333
4
6828
4
6427
9
7318
9
7421
5
7624
0
Advanced operating models help insurers address customer
satisfaction, growth, and cost reduction challenges
Property & CasualtyPersonal Claims(P&CPC)
133
Personal PolicyAdmin/Underwriting(PPA/U)
133
Property & CasualtyAgency Support(P&CAS)
120
67
A&CA P&C-CC P&C-CU P&C-PC PPA/U P&C-AS
A&CA P&CC-C P&C-CU P&C-PC PPA/U P&C-AS
A&CA P&C-CC P&C-CU P&C-PC PPA/U P&C-AS
A&CA P&C-CC P&C-CU P&C-PC PPA/U P&C-AS
7674 24 267674 24 262674 336780682032 7063 30 37 7050 30 50
58
8068 20 32
www.genpact.com/internetofthingsFollow Genpact on Twitter, Facebook, LinkedIn, Youtube.
