Digital transformation in insurance
The insurance industry is undergoing change. Digitalisation is the new competitive field. In this context, customer needs are changing: Reinforced by the pandemic, insurance contracts as well as claims settlement are increasingly managed online. Customers expect an innovative and differentiating customer experience.
Ahead of competition with a differentiating customer experience
Potentials in insurance:
1. Lack of understanding of customer needs
Customer requirements regarding service offerings and quality are high and often not yet anchored in the processes. As a result, the interface with the customer has great potential for improvement.
2. Changing technologies and operating models
The new technologies not only change the entire customer interaction, but also have an impact on the operating models and the organisational structure in the insurance industry. These changes must be sustainably anchored in the company.
3. Digital ecosystems
Linking insurance offers with services from service providers is becoming increasingly important and should be networked in digital ecosystems.
4. Lack of data as a basis for automation
Data is indispensable as a basis for end-to-end digitalisation. However, this data is often unstructured and not fully usable for automation.
Challenges and solutions
Innovation
Insurance companies strive for sustainable excellence with pragmatic and practice-oriented solutions in partnership with their customers. To achieve this, they need to be up-to-date and take innovative approaches into account.
Solution approach
A high level of problem-solving competence is the be-all and end-all for us. Our knowledge of the Swiss insurance industry allows us to take best practices into account when designing the target picture. As part of the organisational design, we also consider innovative ideas and incorporate them into the target picture after a joint evaluation.
Customer proximity and interaction
With the targeted use of digitalisation, it is possible to increase customer proximity and improve customer interaction. In addition to a differentiating product offering and smooth claims processing, these needs-based customer interactions are crucial for setting insurance companies apart from competitors in the insurance market and securing market share in the long term.
Solution approach
Our core competence is the design of high-performance organisations based on customer needs through holistic optimisation. This enables the implementation of customer-centric processes and lays the foundation for increasing customer proximity despite automation.
Efficiency and effectiveness
Due to the saturated insurance market, topics such as efficiency and effectiveness in processes and organisational structures as well as the identification of sustainable improvement potentials are becoming a key success factor for insurance companies.
Solution approach
With the systematic and holistic approach of organisational design, we can check whether a company or a derivative is optimally positioned to fulfil its strategic positioning - from the range of services to the processes to the organisational structure.
Customer-oriented business process model
The business process model systematically derived from the market performance architecture forms the basis for a customer-centric, innovative and self-optimising high performance organisation.
In four steps to high performance
Based on your individual challenges, we design the procedure to support you in the direction of a high-performance organisation. According to the following diagram, we proceed in four phases: Based on your individual fields of action, we conduct an as-is analysis in order to then design the target picture with clearly defined design criteria. The targeted involvement of those affected ensures a successful roll-out in the final phase.
Your benefits
- strengthened position in the market through better alignment with the future needs of your customers
- increased customer satisfaction through optimal alignment of business processes with customer needs
- better quality of your services by focusing on the core competencies of your business activities
- increased efficiency and long-term cost savings through the use of digital potential and by avoiding inefficiencies and duplications
- reduced structural and procedural challenges with the help of a holistic and targeted digitalisation effort
Digitisation in the customer relationship
The digital insurer
Organisation design: first step to digital transformation
"hpo provided us with goal-oriented support in driving forward our specialisation in the area of personal injury. With the practice-oriented hpo methodology, we were able to systematically derive our TARGET organisation based on the new customer-oriented business process model. We are convinced that this will decisively improve the manageability of the personal injury division. With hpo, we found a partner who specifically involved our employees in the development of solutions. As a result, those affected have become participants who are committed to the project with an extraordinarily high level of dedication. This created the basis for a successful implementation."
Sabina Rüttimann
Head of Personal Injury Allianz Suisse
"With our "Avance" strategy, we want to meet current and future customer expectations in the best possible way and, in particular, make the best possible use of new technological possibilities.
We pursued three goals with the "Structuro" project: Firstly, to design an organisation that enables needs-oriented customer care; secondly, to support the strengths of Suva's business strategies; and thirdly, to enable the implementation of digital processes. To this end, we derived organisational variants on the basis of the business process models developed in order to make decision-making more efficient and to be able to live out responsibilities more precisely.
With a new, strategy-compliant organisational structure, we have managed to improve cooperation within the company in terms of customer needs and lay the foundations for exploiting automation and digitalisation potential.
With its structured approach and extensive transformation and change management know-how, hpo provided us with optimal support throughout, from the first basic strategic questions to the go-live, and made a significant contribution to ensuring that the go-live of the new organisation could take place on schedule."
Felix Weber
Chairman of the Executive Board and Head of Client and Partner Management, SUVA
"We wanted to kill two birds with one stone. On the one hand, we wanted to optimise our customer service, on the other hand, the realignment should also be reflected in a cost reduction by eliminating duplications. Thanks to hpo, we have achieved this ambitious goal, although according to theory this does not correspond to common practice - optimising customer satisfaction while at the same time reducing costs. Within a short period of time, we introduced a new business model - with the clear goal of securing our service quality in the long term. We also standardised business processes and made core and support processes fit for the use of new technologies. The result shows us that we did the right thing. On the one hand, the customer now has only one contact person - one face to the customer - and on the other hand, we can react more flexibly to changing market needs."
Christof Zürcher
Chairman of the Executive Board, Atupri Krankenkasse
"hpo supported us in the development of a new Target Operating Model (TOM). The hpo consulting approach suited us very well. Within a good three months, we were able to develop a comprehensive TOM, which was ultimately adopted by the Board of Directors. With this TOM, we can optimally use the comparative advantages of AXA-ARAG, increase the flexibility of the organisation and have created the conditions for a further improvement of the customer experience as well as the digitalisation of our business model. With the new TOM, we can significantly increase the efficiency of AXA-ARAG and use the freed-up resources for further growth. The measures to increase efficiency were precisely defined by hpo."
Alfred Widmer
ex CEO, AXA-ARAG
"With the professional support of hpo, we are well on our way to achieving recurring annual savings of several million CHF. Thanks to the business process model developed with hpo based on the principle of case managers (clients) and experts (contractors), both the case managers and the experts can focus on their respective core competencies. We are convinced that we will achieve a significant increase in quality and efficiency from this, especially in the areas of recourse, case management, administration and medical cost control."
Markus Deplazes
Head of Claims, Allianz
