The insurance industry is undergoing a period of unprecedented transformation. As new technologies and evolving business models redefine traditional processes, companies must navigate the complexities of modernization while ensuring minimal disruption. Yet, the success of any transformation effort is not just about technology – it’s about managing change effectively
This month’s INFUSE webinar was moderated by Tony Tarquini, Founder and CEO of 5189 Limited, who facilitated an engaging and insightful discussion with industry experts Matt Carter, Practice Director of Altus Consulting, Emma Culham, Head of Operational Strategy, Excellence & Change at QBE Insurance, and Ryan Deeds, Analytics Leader at ALKEME Insurance. They focused on how insurance organizations can rethink transformation, prioritize modernization, and successfully implement change in a rapidly evolving environment.
What Makes a Change Program Successful?
The panelists agreed that planning and engagement are the foundation of any successful change initiative. Too often, companies invest in technology without considering the impact at the operational level.
Ryan emphasized that many businesses fall in love with tools without first defining their problems. Organizations should start with:
- Clear Success Metrics – What does success look like? What does failure look like?
- Understanding the Day-to-Day Pain Points – Change should be driven by real operational challenges, not just by available technology.
- Involving the Right People – Employees who will use the technology daily need to be part of the process early on to ensure adoption.
Matt added that organizations must focus on outcomes rather than just processes. Programs tend to become overly detailed quickly, making it easy to lose sight of the overarching goal. Keeping an abstracted view of the prize can help teams stay aligned and motivated.
Emma reminded attendees to avoid overselling transformation and instead set realistic expectations. Change doesn’t happen overnight and framing it as an iterative process ensures teams remain engaged and invested.
What Are the Biggest Barriers to Change?
While many organizations cite legacy systems and regulations as barriers to change, the panelists pointed out that the biggest obstacles are human-centric.
Emma noted that a major issue is the lack of a common language between underwriters, IT teams, and change managers. Underwriters deal with complexity, while IT and change leaders often focus on simplification. Bridging this gap by fostering a shared understanding across all stakeholders is key to success.
Ryan added that resistance to change often comes from a lack of clarity on how transformation affects individuals. Employees worry that new technology will replace their roles rather than enhance them. Companies must clearly communicate how change will shift responsibilities rather than eliminate them.
Matt encouraged organizations to reframe transformation as modernization – a continuous improvement process rather than a one-time, large-scale overhaul. Small, managed changes drive long-term success while minimizing disruption.
Technology as a Key Ingredient in Change Management
The panel agreed that technology is essential to transformation, but it should not be the starting point.
Matt stressed that businesses should obsess over the business challenge first, understand the impact on people, and then consider the appropriate technology. Technology alone is not the challenge – implementation and integration are the real hurdles.
Emma highlighted that organizations often already have the tools they need but aren’t using them effectively. Before investing in new solutions, companies should evaluate whether their existing technology can be better utilized.
Ryan suggested that in the future, AI-driven solutions will create highly personalized technology experiences, eliminating the need for large, off-the-shelf systems. This shift will change how technology is procured and implemented, leading to more tailored and effective solutions.
Lessons Learned from Real-World Experience
Each panelist shared key lessons from past transformation projects:
Emma worked on a platform usability project that, despite extensive prototyping and testing, failed to consider neurodiverse employees. One in five people experience some form of neurodiversity, highlighting the importance of inclusive design in change initiatives.
Matt recounted a project where a company assumed it had a standardized cancellation process. However, three different workflows were being used simultaneously. The key takeaway? Focusing on outcomes rather than rigid processes ensures successful adoption.
Ryan shared that collecting input from employees on their most frustrating daily tasks led to higher adoption rates. Change is more successful when employees see direct benefits in their day-to-day work.
Final Thoughts: What Should the Industry Take Away?
Matt “You cannot successfully change, modernize, or transform something that you don’t fully understand. Document where you are now and use that to drive where you want to be.”
Ryan “The biggest barrier to change is fear- fear of failure, fear of job loss, fear of the unknown. Diminish fear within your organization, and you will bridge the gap to innovation.”
Emma “The pace of change is relentless. Get comfortable with being uncomfortable – because adaptation is the only path forward.”
Keen to learn more? You can watch a recording of the webinar here.