1、Insurtech 10: Trends for 2019 KPMG International Foreword T he insurance industry is on the brink of a major revolution as adoption of insurtech enters a new phase. Data is the driving force for these innovations, as it remains tantalizingly close, but not yet in the full control of many businesses.
2、 There are no quick fixes that allow insurers to clean up their data. Insurtech is the means to transform insurance from an arcane policy-led industry into one that succeeds by placing the customer at the heart of everything it does. New ways of doing business In the coming year there will be an inc
3、rease in the level of implementation of new and innovative approaches to transform the way insurance companies do business. This is not about digitizing the legacy business, but about demonstrating to the whole organization that there is a different way of working that doesnt only present risk, but
4、brings positive energy, new opportunities and rewarding outcomes. This means moving beyond tinkering with components of the value chain that has epitomized some early flirtations with insurtech and seeking to implement solutions that will transform the whole business. Moving beyond the comfort zone
5、Businesses are asking their people to build a new customer- centric architecture, design propositions and products, and launch them with new governance and controls that connect into the core functional systems of HR, finance, etc. This will require a totally new approach and result in the developme
6、nt of a digital greenfield, which could allow them to move beyond the current structures and culture to achieve their objectives. It may not be totally necessary to go off grid in order to develop the solutions insurers need. Decoupling from existing governance structures can be uncomfortable, but o
7、rganizations must push for this in order to break down the cultural obstacles that are holding them back. Transformation requires leadership Executives must embrace this change and rapidly if they are to benefit from the opportunities and not get left behind as the industry is transformed. Most of t
8、he failures that have come from IT projects arise from trying to integrate and navigate through legacy structures and systems. Insurers must think in terms of running a two-speed business that preserves the qualities of the old, while placing their talent, focus and digital energy towards the new mo
9、del, which will become the engine of their transformed business. This requires leadership to recognize it is not just about changing technology, but also about shifting the business model. It is expected to become the new business as usual, but this requires many of the old skills to navigate the da
10、ta and security controls that must be in place to build products and platforms that operate in a new global marketplace. Working in partnership More partnership between insurers and insurtech companies are likely to develop over the coming years. However, an area for concern and which may explain th
11、e tentative moves made by some players is in the area of business integration. Not in terms of middleware there is an abundance of functional technology available in the marketplace but in the areas of advisory, engineering or architecture. This has been the missing link, and for insurtech to succee
12、d, both innovators and insurers will need to work with business integration specialists in a three-way partnership. There is a clear need for insurers to bridge that gap between having a great idea and turning it into a brilliant business model. We know that plugging in technology isnt going to make
13、 it happen all on its own; it must be part of a program to reengineer the whole organization into a fully connected digital business. I am excited to share the collective views and predictions of the KPMG network of insurtech professionals and The Digital Insurer specialists for 2019 in the next few
14、 pages. Our plan is to revisit this next year to see how we fared against what we thought was going to happen and what actually happened. I really believe this is more of a discussion document, and as such, I would welcome your views on each of the predictions. 2019 KPMG International Cooperative (“
15、KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated. Contents Executive summary 4 Trend 1 6 Digitize or die how insurers must adopt business process transformation and become agents of c
16、hange Trend 2 10 Ecosystems rock and will be coming sooner than you think Trend 3 12 Its a new game press the reset button Trend 4 16 Digital risk reduction Trend 5 18 Focus on the digital customer Trend 6 22 Data is the new oil and the price is going up Trend 7 24 Master AI and machine learning now
17、 Trend 8 26 Auto insurance disruption is coming but direction is not clear Trend 9 28 New role for the oldest skills Trend 10 30 Skill up and reorganize urgently for a digital world Conclusion 32 About KPMG 34 Contributors 34 Will Pritchett Global Head of Insurtech KPMG International 2019 KPMG Inter
18、national Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated. Executive summary T his joint research paper by the KPMG network of insurtech professionals and The Digital In
19、surer examines the macro trends that are influencing the adoption and implementation of insurtech in the insurance market as a whole. It is intended for insurance professionals, particularly heads of strategy, digital transformation heads and business line leaders, as well as those at technology com
20、panies involved in the insurance industry. Highlights of the research The research is a distillation of the experiences across multiple regions and sectors of a number of key senior partners at KPMG member firms and specialists at The Digital Insurer. It highlights a number of key themes. The need f
21、or insurers to engage with a program of digital transformation. That insurtech ecosystems will likely become the driving force of writing insurance business but may see considerable regulatory influence exerted in the next few years. The future of insurance is expected to lie in the adoption of insu
22、rtech, but that legacy remains an ongoing issue. How data and analytics is reducing risk for policyholders and insurers. Insurance must focus on a digital first approach placing the customer at the center of all processes. However, customers will not likely be segmented, to the same extent, along th
23、e old categories of age, sex and nationality, but behavior, the very thing driving the data. Without these innovations, insurers will likely become increasingly marginalized as they fail to gather the required data to transform their businesses. AI and machine learning are already supporting transfo
24、rmation and are expected to greatly enhance the digital face of interactions with customers. The revolution in auto is a microcosm of the wider insurance market. Insurtech is an essential part of the transformation process, but so are the traditional skills of underwriting and actuarial, though they
25、 may have a different application in the future. Recruitment and retention of staff remains crucial to success, as a connected enterprise still needs good people. The extent of changes in regulatory oversight are as yet unknown, but regulators have started to pay closer attention to digital transfor
26、mation and how these changes might affect consumer protection and the supervisory relationship. 4Insurtech 10: Trends for 2019 2019 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of t
27、he KPMG network are affiliated. Insurtech predictions for the coming year From this research, we expect the following current and emerging trends within insurtech to shape the changing face of insurance companies across the world over the next 1 to 2 years. Customer satisfaction and retention will b
28、e a more important key performance indicator (KPI) than operational efficiency. Incumbent insurers must fundamentally change their business models, and this requires cultural change and a focus away from product to the customer, their experience and outcomes. Mature insurance markets may see the new
29、 highly automated insurance platforms such as those developed in China as a direct challenge and seek to compete with them. The successful incumbents will likely be the ones who learn from them, adapting and adopting their tech where appropriate. Claims settlement are expected to become one of the m
30、ost important elements of customer engagement. Speedy settlement creates a rewarding experience for customers. Business as usual must break the models of the past. There is a need for cultural change and alignment with the specific markets insurers service, providing risk capital on different terms
31、to a market that comprises large numbers of small risks. Insurtech allows this type of business to be profitable. The move in auto coverage from insuring individuals to the vehicle will continue. It may even split, with individuals holding a general third-party liability coverage and the vehicle hol
32、ding its own coverage against damage. Automakers are likely to see the possibility in developing their own ecosystems to package insurance into their interaction with their client. Driverless vehicles continue to be developed and further disruption may be caused by new entrants that are not traditio
33、nally associated with the transport market. Big data will likely undermine the role of certain types of underwriting, though it should remain essential in specialist areas, such as shipping, key employee risk management, etc. However, the skills of underwriters and actuaries can be redeployed offeri
34、ng greater understanding of the vast amount of data that a digital insurer will generate. Good companies need good people. Recruiting and retaining employees is expected to become more important as engaged and happy employees create a vibe that translates into happier customers. In insurance, a happ
35、y customer is usually a loyal customer. AI and machine learning is a transversal tech with applications across the value chain and may prove to be the biggest driver of efficiency. Data is the lifeblood of the new order. Any lack of data can create gaps and cause integration and process flow issues,
36、 so it needs to be assessed as an end-to-end process. Insurers that lack data, or the partners and models that generate it, can expect to find their business models severely challenged. Health ecosystems are essential for the future success of those operating in the life sector. Wearables are increa
37、singly contributing to this market, and without access to these datasets, insurers will not be able to manage risks or engage with their customers. 1 6 8 9 3 2 45 7 10 5Insurtech 10: Trends for 2019 2019 KPMG International Cooperative (“KPMG International”). KPMG International provides no client ser
38、vices and is a Swiss entity with which the independent member firms of the KPMG network are affiliated. Some of these developments may be seen in certain parts of the global insurance market, but we believe that the next phase of digital transformation will be focused in these areas. Trend 1 Digitiz
39、e or die how insurers must adopt business process transformation and become agents of change 6Insurtech 10: Trends for 2019 2019 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the
40、KPMG network are affiliated. T he global insurance industry like every other strand of commerce and government agency is feverishly focused on leveraging the benefits of a digital environment. The development and adoption of insurtech has a clearly defined progression. The first of these two phases
41、began with a focus on digital distribution and data, the second was heavily focused on sales and marketing. In the first phase, the underlying insurance product remained more or less the same, but some parts went digital. The second has seen the emergence of risk carriers that are changing the under
42、lying insurance product and using insurtech to automate the value chain. This second phase has seen considerable advances in new sources of data and the ways in which data is processed. Clear and present danger Those carriers that show the greatest innovations also pose considerable threat to tradit
43、ional insurers models. This is not only because they are doing things never previously conceived, but because they have the technology working now and incumbents have yet to build or adopt others technology platforms. That may not pose an immediate problem, but insurers must start preparation now if
44、 they are not to see their businesses damaged by early adopters. Adoption is not a simple case of bolting on a few peripheral systems. Or be seen as a chance to refresh the business in a piecemeal fashion by simply moving traditional business online. It offers the opportunity and requires total tran
45、sformation of the existing business model. How they handle this repositioning of the business strategy will likely determine whether they are considered a tinkerer or transformer and indicate how sustainable their business will have become. Market commentators suggest the industry will have been tra
46、nsformed in as few as 3 or 4 years and no longer than a decade.1 This means insurers must have a digitally focused and automated digital-first/customer-first business that would be comparable to the tech giants of today. Building the future on partnership Some incumbents have been investing in insur
47、tech already with mixed results. They have accepted they cannot easily build tech themselves and may increasingly view insurtech companies as partners rather than competitors. Most of the tech to be deployed in the next phase is expected to be on value chain innovation, to reduce cost, improve effic
48、iencies and generate ecosystems that will support future insurtech developments. This will represent a complete 180-degree shift in focus from processes to placing the customer at the heart of everything insurers seek to achieve. Focusing on the customer allows insurers to develop a service that is
49、considerably better than the existing model. Products can launch quicker, meet customer needs better, capitalize on a broad range of existing data and build on practical experience. These foster services and products that are relevant, and operate on a high-speed, customer-centric front-end. 1 2018 ADVANTAGEGO INSURTECH SURVEY. (2018, May 21). Retrieved January 03, 2019, from AdvantageGo InsurTech-Survey.pdf 7Insurtech 10: Trends for 2019 2019 KPMG International Cooperative (“KPMG International”). KPMG International provides no
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