In today's digital age, the demand for secure data storage and transmission has never been greater. With the advent of quantum computing, the traditional cryptographic methods we've relied on for decades are becoming increasingly more vulnerable. To address this emerging threat, businesses are seeking robust solutions that can help safeguard their sensitive information and protect that data from steal-now-decrypt later (SNDL) style attacks.

Hosting service and colocation providers offering robust network services are in a prime position to capitalize on this opportunity by partnering with leading post-quantum cryptography (PQC) companies to deploy PQC as a service to their customers. This article explores the immense business growth potential for these providers in the rapidly evolving world of data security and cryptographic agility and the huge upgrade to public key infrastructure (PKI) that is ahead.

See also: Unauthorized Use of Auto Claims Data

The Quantum Threat and Available Solutions

Before delving into the growth opportunities, it's crucial to understand the quantum threat. Quantum computers, with their unprecedented processing power, will have the potential to crack current cryptographic algorithms with ease. This has severe implications for organizations in industries such as financial services, insurance, healthcare and the public sector, as confidential information, financial transactions and communications could be compromised. The urgency to offer post-quantum cryptographic and quantum resilient network solutions to hosting customers has never been greater.

With this rapidly emerging critical threat creating a massive business opportunity, companies have emerged to help drive the PQC and cryptographic orchestration evolution. By leveraging innovative research and technological advancements, leaders in this space have developed a suite of crypto-agile post-quantum cryptographic solutions that are both highly secure and efficient based on proposed National Institute of Standards and Technology (NIST) quantum-resistant public key algorithms. These solutions are poised to protect enterprises from both quantum and classical threats and to ensure the continued confidentiality of their data.

Growth Opportunities for Hosting Service and Colocation Providers

By partnering and offering this technology, hosting service and colocation providers can differentiate themselves from competitors and capture part of this massive upgrade cycle. Security-conscious customers are increasingly looking for partners that can offer advanced data protection against quantum threats. This unique selling point can attract a broader customer base, including businesses that handle extremely sensitive information such as healthcare providers, financial institutions and government agencies.

Offering PQC as a service enables hosting and colocation providers to expand their network services portfolio in this greenfield market. This diversification not only caters to existing customers but also opens doors to new markets. With the addition of PQC services, providers can address the needs of businesses that previously may not have considered them as workable options.

One of the most compelling reasons for hosting service and colocation providers to offer these solutions is the potential for substantial revenue growth. As the demand for PQC grows, so does the revenue potential for those who can provide it. Moreover, offering cryptographic services can lead to more extended and profitable customer relationships. Hosting service and colocation providers can become the trusted provider of choice by protecting organizations' data from the oncoming quantum threat.

In addition, on Dec. 21, 2022, President Biden signed into law H.R.7535 - The Quantum Computing Cybersecurity Preparedness Act, encouraging federal government agencies to adopt technology that will protect against quantum computing attacks. This marks a milestone in the global effort to develop and deploy quantum-resilient cybersecurity. So compliance is now driving the entire federal government on an upgrade path to PQC.

One of the primary aims of hosting service and colocation providers is to safeguard their customers' data. By deploying PQC as a service or as a single-tenant capability, these providers offer a heightened level of security that can help retain and attract clients. Customers will appreciate the commitment to their data security, creating a compelling reason to choose providers that offer PQC in their mix of solutions.

Keeping up with the rapid pace of technological advancements in the field of cybersecurity can be daunting. Partnering with leading PQC vendors allows hosting service and colocation providers to tap into cryptographic expertise and stay at the forefront of PQC developments. Partnerships of this manner ensure access to the latest security measures, enhancing the providers' competitive edge.

See also: Top 10 Challenges for Data Security

Challenges and Considerations

While the growth opportunities are enticing, hosting service and colocation providers must also consider challenges associated with deploying PQC as a service. These include:

1. Investment and Infrastructure: Implementing PQC solutions may require years for some networks and a significant investment in hardware, software and expertise. Providers need to be prepared for these upfront costs and timetable requirements. However, these added costs and expanded timeframes can be mitigated by partnering with leading PQC providers.

2. Training and Expertise: Staff members will need training to manage and support PQC systems effectively. Ensuring that the workforce is equipped with the necessary ability is vital. This is why partnering with leading PQC solution providers is so important.

3. Customer Education: Hosting and colocation providers may need to educate their customers about the importance of PQC and the added value of the service. PQC partners that offer training and support services can best equip partners to meet these client needs.

4. Competition: As the market for PQC services grows, competition will intensify. Providers should enter the market early to gain a brand and market timing advantage and must be prepared to differentiate themselves and offer compelling value to customers. It's clear that partnering with a leading PQC company will give providers a significant advantage over their competition.

The increasing threat of quantum computing to traditional cryptography has opened a unique and lucrative growth opportunity for hosting service and colocation providers. Partnering to deploy advanced PQC as a service to their customers allows these providers to differentiate themselves in a crowded market, expand their service portfolio and tap into substantial revenue potential. Beyond financial benefits, this partnership offers enhanced data security for customers, access to cutting-edge technology, regulatory compliance and long-lasting customer relationships.

While challenges such as investment and training exist, the potential rewards far outweigh these obstacles, and partnering with the right PQC vendor can help alleviate these issues. Hosting service and colocation providers that embrace the quantum threat and take steps to protect their customers' data with PQC are well-positioned to thrive in the evolving landscape of data security.

In a world where data breaches and cyberattacks are becoming increasingly sophisticated, staying ahead of the curve is not just an opportunity but a necessity. Hosting service and colocation providers have the chance to be leaders in PQC data security, protect their customers and ultimately secure their own future in the rapidly changing digital ecosystem.

In the wake of widespread cloud adoption, organizations are grappling with massive data volumes and the consequent complexity of safeguarding this data. Data protection is a significant challenge, as more information is processed and stored in more locations than ever before.

For organizations, operationalizing data security is no longer a simple IT task and can't be solved with one tool or solution. It's a strategic imperative that impacts every level of an organization. From diverse data sources and evolving threat landscapes to the nuances of compliance and the human element of security, the challenges are multifaceted

While technology offers advanced tools and solutions to boost defenses, the key challenge lies in seamlessly integrating these tools into an organization's operations. Essentially, it's about striking a balance between robust security and operational efficiency - and ensuring that protective measures enhance rather than hinder business processes. A holistic approach that encompasses technology, processes and people is crucial for success.

There are numerous operationalization challenges for organizations, but there is one common thread: Before overcoming these hurdles, organizations must understand where data is located, the context of the data and if it is at risk.

Let's explore the top 10 operationalization challenges for organizations and how they can be addressed.

1. Resource Constraints

Implementing robust security measures often requires a large financial investment as well as dedicated time and expertise. Hiring skilled cybersecurity personnel is expensive, assuming you can even find the right personnel, and continual training is essential. The deployment of advanced security tools and infrastructure places an additional strain on an organization's budget.

Data protection solutions with a streamlined implementation process eliminate the need for extensive resources. Agentless, API-based solutions are easy to deploy and can deliver value in days, without any upfront work required. As an example, today's managed data security posture management (DSPM) security solutions enable any size organization to streamline cybersecurity operations and significantly reduce the burden on in-house IT teams.

See also: Risks, Trends, Challenges for Cyber Insurance

2. Diverse Data Sources

Data is everywhere, and organizations use a plethora of platforms and services -- from cloud storage solutions like Gdrive and Box, to communication tools like Slack, and collaboration platforms like SharePoint. Even more concerning is that sensitive data is no longer just structured. At least 80% of an organization's data is unstructured, meaning it's embedded in millions of financial reports, corporate strategies documents, source code files and contracts created by CFOs, general managers, engineers, lawyers and others.

To address this challenge, today's DSPM solutions are designed to control information flows between departments and third parties, ensuring that data at risk is identified and sensitive data remains protected -- regardless of its location.

3. Data Classification

Data classification is the foundation upon which many security measures are built. By categorizing data based on its sensitivity and importance, organizations can apply appropriate protection measures. But the sheer volume of data generated and stored today makes manual classification a herculean, if not impossible, task, and continually updating classification criteria in response to an evolving data landscape is crucial.

To address this, best-of-breed AI-based classification solutions leverage sophisticated machine learning technologies to autonomously scan and categorize documents. With the latest AI models for fast and accurate data discovery and categorization, organizations can eliminate the need for manual classification, which has proven to be both inaccurate and inefficient.

4. Access Governance

Some data is public, some is confidential and some is strictly on a need-to-know basis. Managing who has access to what data is a cornerstone of data security and requires the definition of access permissions and continually reviewing and updating them. Ensuring that permissions are always up-to-date and adhere to the principle of least privilege -- where individuals have only the access they need and nothing more -- is a constant challenge, especially in large, dynamic organizations.

Data access governance (DAG) establishes and enforces policies governing data access and usage and plays a key role in ensuring that only authorized individuals can access sensitive information. This process is enhanced by a deep contextual understanding of both structured and unstructured data, which helps in keeping access permissions current and aligned with the principle of least privilege. DAG solutions enable organizations to comply with access and activity regulations, demonstrate control to auditors and adopt zero-trust access practices.

See also: Data Breaches' Impact on Consumers

5. Rapid Remediation

Rapid remediation is crucial to minimizing damage and protecting sensitive data when a security risk or breach is identified. Remediation actions include revoking access permissions, isolating affected systems or notifying affected parties. But rapid remediation requires swift action, clear protocols and a well-coordinated response team. Organizations must have these protocols in place, understand what data is at risk and ensure that all stakeholders know their roles and responsibilities in the event of a security incident.

Advanced data security platforms are designed to discover and remediate risks efficiently. These solutions can pinpoint data at risk due to inappropriate classification, permissions, entitlements and sharing. According to Concentric AI's Data Risk Report, each organization had 802,000 data files at-risk due to oversharing. Autonomous remediation capabilities in these platforms ensure that access issues are quickly addressed.

6. Compliance and Regulations

Different industries operate under various regulatory frameworks, each with different sets of data protection and privacy mandates. Operationalizing data security in this context means not only protecting data but also ensuring that protection measures align with legal and regulatory requirements.

Data security solutions that assist organizations in meeting regulatory and security mandates, demonstrating control to auditors and implementing zero-trust access are important in addressing this challenge. By detecting and remedying risks, these solutions help businesses comply with various privacy regulations, including managing right-to-know, right-to-be-forgotten and breach notification requests.

7. Constantly Evolving Threat Landscape

Today, as soon as organizations bolster their defenses, malicious actors evolve their tactics. Ransomware attacks, phishing schemes and advanced persistent threats require businesses to try to stay a step ahead. Continuous monitoring, updates and adaptations are crucial to counteract new and emerging threats.

Modern data security approaches go beyond static rules or predefined policies. Innovative analysis methods continuously compare data against its peers to identify anomalies and potential risks. This stance ensures that as data changes, its protection mechanisms evolve accordingly. AI models that leverage continuous monitoring and can learn from the data landscape help organizations address new risks as they emerge.

8. Complexity and Scope

Data security is a multifaceted domain that encompasses a myriad of components, from network security and access controls to encryption and authentication. Different data types, whether it's financial records, personal information or proprietary research, have unique security requirements. Coordinating these diverse components and tailoring security measures to different data types adds layers of complexity to the operationalization process.

Using advanced machine learning technologies, today's data security solutions autonomously scan and categorize data, adapting to its growing complexity and scope. They ensure protection for all data types and locations. Comprehensive analysis provides a complete view of data, ensuring protection for both structured and unstructured data, whether stored in the cloud or on-premises.

See also: Top 10 Challenges for Data Security

9. Monitoring and Auditing

Continuous monitoring is essential for keeping a vigilant eye on systems, data access patterns and user behaviors to detect anomalies or potential breaches. Regular audits are crucial to assess the effectiveness of security measures and identify areas for improvement. Conducting these audits, analyzing the results and implementing changes based on findings demand significant time and expertise.

Modern data security tools offer accurate data classification without manual rules or policies. With monitoring, these tools quickly identify any discrepancies or risks in data classification.

10. Integration With Existing Systems

Most organizations have a myriad of existing systems, tools and software in place. When a new data security solution is introduced, it's crucial that the solution integrates seamlessly with existing infrastructure. Disruptions, compatibility issues or data silos can undermine the effectiveness of security measures and create vulnerabilities.

Today's data security solutions are designed to integrate smoothly with established frameworks, such as those for data classification and management. This integration ensures that data classification is in line with existing security protocols, boosting the overall data protection strategy.

While challenges abound, technology approaches exist that can help organizations down the path of operationalizing data security. DSPM enables organizations to gain a clear view of their sensitive data: where it is, who has access to it and how it has been used. Best-of-breed DSPM solutions can autonomously discover, categorize and remediate data -- whether it's structured or unstructured and stored in the cloud or on-premises.

Robust DSPM solutions develop a semantic understanding of data and provide a thematic category-oriented view into all sensitive data. By investing in proper data management practices, and leveraging the right tools and expertise, companies can go a long way toward operationalizing their data security. By doing so, they can help accomplish the key goals around securing private data, making more informed decisions about data and threats, protecting private data and mitigating risks.

More and more people are coming to understand the importance of sustainability, and the wine industry is no different, but shifting to more sustainable winemaking practices brings risks that require mitigation. Personalized beverage insurance can be the answer to this problem.

Sustainability in the wine industry

Experts in the wine industry have yet to come to a consensus about what sustainability in this field would look like. However, there is broad agreement that new technologies and green management strategies have the potential to decrease the industry’s carbon footprint substantially. Avoiding pesticides and growing organic ingredients is one promising direction, and some wineries are also moving away from the conventional glass bottle, which is responsible for most of this industry’s negative impact on the planet.

Still, adopting new techniques or equipment might seem too risky to many wine companies. Shifting operations to a more sustainable footing means change, and human error can increase simply because equipment or procedures are different. Sometimes, this is purely because doing things on autopilot suddenly means doing them wrong — after all, why risk spoiling or otherwise losing wine, along with the returns that would come with it, when the traditional way has been working?

Yet sustainability is the wave of the future, and making the transition sooner rather than later will not only benefit the planet but will also benefit the company. 

See also: Bringing Innovation From Australia to U.S.

Building resilient, sustainable wineries and vineyards

Because customers are increasingly making purchasing decisions with the planet in mind, going green is also the smart choice for wineries, vineyards and other beverage companies. Indeed, a 2023 YouGov poll found that 68% of customers consider environmental factors when deciding which products or services to buy. Winemakers can extend their market share by appealing to these environmentally conscious customers.

In addition, vineyards, wineries and other beverage companies rely on consistent weather patterns and stable soil conditions. Climate change, however, is making the weather increasingly unpredictable and unleashing a plethora of ills across the globe, from wildfires and floods to droughts, fierce winds, destructive storms and irrigation difficulties, as well as diseases that take out entire seasons of crops. As a result, some experts believe certain wine regions in France, Spain, Portugal, Australia, South Africa and California will stop being productive by 2050.

Wineries and vineyards can best prepare for these challenges through comprehensive risk management plans. Customized beverage insurance is a key component of these, helping ease the transition to resilient, sustainable technologies and procedures by protecting the business.

Insurance mitigates risks during the green transition

First and foremost, beverage insurance can cover the value of your harvested fruit, in-process wine, libraried offerings and other beverages. That way, if you can’t bring your wine or other offering to market due to spoilage or some unforeseen issue, you can still receive the return on investment your hard labor is due. Beverage insurance can even cover your costs if you were to make a blending mistake.

Second, beverage insurance can cover vines, grapes, trellises and fences, wine caves and all relevant buildings, as well as your equipment. Accidents can happen when people are unfamiliar with gear or new layouts, but with this coverage you can fix or replace things without having to reach into your own pocket twice. These policies can also cover your wine while in transit, including international air shipments.

In addition, beverage insurance can shield your enterprise from a host of other ills, from the damage caused by natural disasters to the liability issues involved in having employees serving alcohol.

See also: Climate Change and Product Liability

How to personalize your beverage insurance

To get the most out of your insurance policy, however, don’t settle for a general one. Instead, work with an agent who specializes in companies like yours, has a track record of filing successful claims, can ask questions about your specific business and demonstrates an in-depth understanding of your industry.

Additionally, make sure to build a partnership with your insurance agent. In particular, keep them abreast of the changes your company is making in its quest for greater sustainability. That’s the only way to ensure your policy is up to date and won’t develop vulnerabilities that show themselves at the worst possible moment. Every time your venture adds or changes equipment, procedures or locations, your insurance agent should be among the first to know.

Those wineries and vineyards that make the transition to sustainable viticulture will reap the rewards. Position your company at the forefront of this zeitgeist with a comprehensive risk management plan that includes personalized beverage insurance.

Generative AI will have profound implications for P&C, but right now, the industry, like many others, is doing the hard work of evaluating where to apply the technology and how to do so safely. The promise of generative AI’s abilities to improve claims management is enormous, and its impact will eventually be transformative and live up to today’s hype. But this will take time. 

It’s easy to see the potential of the technology. Looking at business processes, one could say, “We could really use some summarization here,” or “a chatbot could totally handle this.” But actually incorporating generative AI responsibly into workflows that, for example, treat injured employees and assist motorists who have been injured in auto accidents is challenging given some of the inherent aspects of the technology. Addressing these characteristics requires thorough experimentation and care. 

In the short term, the P&C industry will spend more time preparing for this technology than it will implementing it. There’s no doubt, though, that generative AI is making its presence known in the industry. So as P&C companies evaluate and investigate how they can use this technology, they would also do well to begin laying the groundwork for success.

Clean up your data house

The first step is to get your company’s data house in order. Generative AI requires massive amounts of data to train the model, understand the company’s knowledge base and interact in a human-like manner. But simply having terabytes of data isn’t enough — it needs to be clean and accessible. Many insurers, the larger ones, in particular, have data stored in multiple locations across many different systems and environments. It’s difficult to access it, and, in many cases, IT doesn’t even have a good idea of what data the organization has in the first place.

Additionally, it’s important to have a data scientist on board to oversee the data cleanup and AI training. Even if your data is clean, formatted and accessible, you need to make sure you have the right kind of data for the intended use or you could introduce biases that will cause the generative AI algorithm to provide bad content. 

See also: 5 Ways Generative AI Will Transform Claims

Work with technology providers who understand our industry

You’ll need to pay close attention to data privacy, because most P&C uses for generative AI are going to require customer data. You certainly don’t want the model to start spitting out personal information about your customers to people who have no right to see it, and you want to make sure that you’re following federal and state laws if you use such data to train your models. 

Next, you’ll need to work with your technology providers to ensure that generative AI’s hallucination problem doesn’t cause harm. Generative AI’s superpower is its ability to create entirely new content, but occasionally, this content is completely made up. Sometimes, this can be simply annoying or, for those who rely on it too heavily, embarrassing, such as when it makes references to publications that don’t exist. This occurs when the technology generates incorrect or misleading results caused by several factors, including insufficient training data, incorrect assumptions made by the model or biases in the data used to train the model. 

But in a healthcare situation, hallucinated information could seriously harm or literally kill a patient. So it’s imperative P&C providers demand systems designed to monitor and detect when generative AI data is not accurate or doesn’t make sense. For this reason, it’s important to partner with technology providers that deeply understand P&C. Claims professionals are met with specific challenges, business processes and regulatory requirements that, if not understood by the user, will result in a generative AI deployment that, at best, adds no value and could cause serious, long-term harm, both to the business and policyholders. It takes time to train these models, and these models need reliable data. 

See also: A Reality Check for Generative AI

Start small

Once you have all of the above in place, you’re ready to deploy your first use case. And while it may feel anticlimactic to put in so much work preparing for only a small trial, if something goes awry, it’s easier to fix a small problem than a large one. Find a use case that will deliver concrete value to the business but also has a limited scope and exposes the organization to minimal risk. 

Success on a small scale will not only provide your team with important lessons about what works and what doesn’t, but it will also build confidence within the C-suite and the larger company, so when you do move on to bigger, more consequential uses, you’ll have earned a growing number of advocates supporting the project and pushing for its success.

Generative AI will become an increasingly important technology to P&C, and the benefits will be enormous. But they’re not going to arrive overnight, and carriers that get out over their skis with it will likely pay a high price for doing so. Right now, the best move a payer can make is to lay the groundwork for generative AI and, once the foundation is laid, test it out with small, low-risk uses, and build from there.

When I drive my car, who owns the data about the trip? Me? The car manufacturer? My insurer? A data broker?

Even as I've welcomed the spread of telematics, which I believe will not only let insurers price risk more accurately but will lead to safer driving, that question about data ownership has hung over the issue for me. 

It would seem that the answer is obvious: I own the data. Car makers, insurers and data brokers need my consent to learn about when, where and how I drive. But many companies, in their thirst for data, seem to be hiding the request for consent deep in the fine print that no one reads when signing up for insurance or downloading an app from a car maker or insurer — and reporting suggests that many customers are signed up for tracking without their agreement. 

A lawsuit filed recently against General Motors and LexisNexis Risk Solutions is likely to finally bring the consent and data ownership issues to a head. The plaintiff seeks class action status for the suit, and there may well be investigations by the Federal Trade Commission and Congress — one senator has already raised the prospect. 

At the very least, I suspect that anyone wanting data from drivers will have to be completely up-front about requesting consent. No more hiding in the fine print. At worst... who knows? Class actions and federal investigations can take unexpected turns.

Push, meet shove. 

"Florida Man" stories about people doing wildly irrational things there have been a meme for more than a decade now. There's even a website where you can find a headline from your birthday that becomes your link to Florida Man history — mine is "Florida Man Bites Neighbor's Ear Off Over a Cigarette." So I don't expect to get more than a chuckle out of headline that begins with the term, but then I saw this one in the New York Times last week:

Florida Man Sues G.M. and LexisNexis Over Sale of His Cadillac Data

Romeo Chicco’s auto insurance rate doubled because of information about his speeding, braking and acceleration, according to his complaint.

The story says Chicco applied for auto insurance in December and was startled when seven companies rejected him. When he finally obtained insurance, it was at nearly twice the premium he had previously paid. He asked his agent for an explanation and was steered to his LexisNexis file, where he learned, as the story puts it, that "his 2021 Cadillac XT6 had been spying on him."

For those familiar with auto telematics, the "spying" was routine. General Motors, which makes Cadillacs, had reported to LexisNexis about 258 trips that Chicco had taken over the past six months — how far he traveled, when he traveled and whether he was speeding, hard braking or accelerating.

The issue is whether GM and LexisNexis had his permission to gather the data and make it available to insurers. Chicco says GM eventually told him he signed up for OnStar's Smart Driver program, whose contract says the company can share data with third parties, but Chicco denies doing so. GM provided general comments to the Times about the program but wouldn't comment on Chicco's specific complaints. LexisNexis declined to comment to the Times.

"'What no one can tell me is how I enrolled in it,' Chicco said. 'You can tell me how many times I hard-accelerated on Jan. 30 between 6 a.m. and 8 a.m., but you can’t tell me how I enrolled in this?'”

A second New York Times article last week — yes, this seems like a theme they're going to dog — expanded the concerns far beyond Chicco. This article, too, began with a story of a driver who saw his premium soar because of information he didn't know his car was sharing — in this case, the driver was a 65-year-old who had never been responsible for an accident. Then the article zoomed out:

"Car companies have established relationships with insurance companies, so that if drivers want to sign up for what’s called usage-based insurance...it’s easy to collect that data wirelessly from their cars.

"But in other instances, something much sneakier has happened.... In recent years, automakers, including G.M., Honda, Kia and Hyundai, have started offering optional features in their connected-car apps that rate people’s driving. Some drivers may not realize that, if they turn on these features, the car companies then give information about how they drive to data brokers like LexisNexis.

"Automakers and data brokers that have partnered to collect detailed driving data from millions of Americans say they have drivers’ permission to do so. But the existence of these partnerships is nearly invisible to drivers, whose consent is obtained in fine print and murky privacy policies that few read.

"Especially troubling is that some drivers with vehicles made by G.M. say they were tracked even when they did not turn on the feature — called OnStar Smart Driver — and that their insurance rates went up as a result."

The reporter added that she has a GM car and signed up for Smart Driver but received no notice that her driving data could be shared with insurers. A GM spokeswoman pointed to OnStar's privacy statement, but the reporter said the relevant section "does not mention Smart Driver. It names SiriusXM as a company G.M. might share data with, not LexisNexis Risk Solutions."

For this article, LexisNexis provided a statement that said the company has “strict privacy and security policies designed to ensure that data is not accessed or used impermissibly.”

To me, the key result of whatever lawsuits and investigations ensue will be that all the players in the telematics market will need to be much more forthcoming about what data they're collecting and how they're going to use it. And that's a good thing, even if the adjustment will be painful for some.

Telematics will continue to promote safety by better identifying bad drivers and assigning them higher premiums. Even if more dangerous drivers opt out of sharing data, they'll still see their rates rise as better drivers opt in and leave generally riskier drivers behind. 

But there will surely be some bumps in the road before telematics settles into that generally rosy future. Just look at the apocalyptic ending to that first New York Times piece: 

"David Vladeck, a Georgetown law professor who previously ran the bureau for consumer protection at the Federal Trade Commission, said... he would expect an investigation by the F.T.C., as well as lawsuits by consumers against the automakers and data brokers.

“'Just wait for the avalanche,' he said. 'It’s coming.'”

Cheers,

Paul

We began using generative AI at my company, BriteCo, in 2023, with the creation of an AI customer service chatbot we named “Emma.” It enabled us to experience AI firsthand, including its capacity and limitations, and what it requires. As we built and executed the application, other potential business cases were obvious, and we expect AI to go far beyond where it is now, into other areas of our business. 

See also: 3 Key Uses for Generative AI

Disruptive Potential 

AI has long had disruptive potential for insurance. It could reimagine risk assessment, customer service, product development and fraud and overhaul claims processing, among other changes. A key value of the technology is its potential to help improve and streamline processes and crunch data.

GenAI goes hand-in-hand here. Its ability to create data, images and other content can change our industry. There has been an early explosion of its use in areas like customer chat and in supporting minor service requests and needs. 

Market Value

Organizations have the ability to harness AI to improve everything from decision-making to discerning information, to serving employees, customers and other stakeholders. Many insurance companies are already moving forward with the technology and seeing benefits. 

Our goal in using GenAI was to improve customer service efficiency and resolve customer needs faster. Emma resulted in significant improvement in customer engagement rates and question resolution. And it improves overall customer satisfaction while freeing up our live customer service team to focus on more in-depth customer needs. Today, we are experimenting with AI elsewhere in our company. 

Broad Capability

Individuals, such as insurance agents and brokers, can leverage the technology today, as can insurance businesses of all sizes and types. There is a rise of new AI-powered tools that can serve as a starting point for smaller organizations or individuals.

All insurance leaders and professionals should explore AI and consider where and how they may be able to use it. A good starting point may be to consolidate and improve customer service efforts, or to empower you to make decisions faster. 

Early Stage

Despite AI’s potential in insurance, the technology and what it can do is still at a very early stage. Real-world applications are sparse today and use requires heavy customization. 

Obstacles, glitches and barriers consistent with new and early markets exist. Insurance organizations should not let this be a hindrance. AI could rapidly change in the future and early exploration today can help prepare companies and leaders for what’s ahead.

You can start small and experiment to test and learn before expanding your efforts. We took this approach with Emma, using an iterative process. We expected and planned for AI’s limitations and challenges. 

Prospective Challenges 

The insurance industry's extensive rules and regulations, together with risk aversion, could deter AI advancement in insurance. Full-scale adoption by market behemoths will likely take time. 

But insurance leaders don't need to wait for others to lead the way. We can help create what we need. 

See also: 5 Ways Generative AI Will Transform Claims

New Opportunity 

New companies and ideas are on the horizon for AI and insurance, likely including agile companies that can potentially outmaneuver legacy brands and spark real, widespread change. 

Nearly a decade ago, we disrupted jewelry insurance with technology. Insurtechs, including ours, brought major changes to how insurance is bought and sold in our world. Our company is as much a technology company as it is a jewelry insurance provider. High tech will only continue to be a key part of everyday life for consumers and businesses. Insurance organizations, professionals, investors and entrepreneurs need to adapt. 

KEY TAKEAWAYS:

--The industry is set to see a significant demographic shift as a large portion of the workforce retires.

--Insurance is not just a job; it is a meaningful career choice in a purpose-driven industry that provides robust career opportunities and engaging work for people from all backgrounds.

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While the unemployment rate remains low, insurance job attrition is headed to new heights as we steadily climb toward a gaping deficit of 400,000 industry workers by 2026.

With this impending retirement of a significant portion of the workforce, the industry is ripe for innovation and growth. Such a gap will provide the next generation an opportunity to significantly affect the industry in the coming years. Currently, less than 25% of those employed in insurance are under the age of 35.

See also: Insurance Is Not a Commodity

Why insurance?

Throughout my career I have worked across many different industries in a variety of HR roles. While I have expertise across all areas of HR, my passion is talent development. 

Stepping into the role of CHRO at HUB has allowed me to apply all the HR expertise I developed over the course of my career in an industry that I absolutely love. From my perspective, here is what makes the insurance industry so special:

1. Insurance is a purpose-driven industry. At HUB, our vision is to protect what matters most. Our employees have the privilege of helping our clients accomplish things such as start a business, buy a home or recover from a natural disaster. The insurance industry is full of purpose-driven employees who donate both time and money in the communities where they live and work. 
2. Insurance is stable. Amid economic fluctuations, the insurance sector remains resilient. It is as recession-proof as an industry can get, as every individual and business requires some form of insurance coverage. This stability provides a solid foundation for long-term career growth and financial security for our employees. Bureau of Labor Statistics research predicts that positions for insurance professionals will grow by 6% from 2021 to 2031, with approximately 32,900 new jobs per year. This growth is further evidence of the stability that comes with working in the industry.
3. All skillsets and backgrounds are needed. You can be successful in insurance regardless of your background or expertise. From risk management to claims professionals, finance experts, actuaries, human resources, communications and more, insurance thrives on the fusion of varied expertise, perspectives and experiences. This need for a diverse set of skills fosters innovation and creates career opportunities. HUB, like many insurance companies, focuses on creating a culture of inclusion to maximize the talents, interests and contributions of all employees.
4. The work is interesting. Fundamentally, insurance is about consulting with clients to address their needs. Insurance professionals engage with clients on a deeper level, offering tailored solutions to mitigate risks, improve their business and enhance the profitability of their companies. It is about building enduring relationships and delivering value to clients.
5. Continuous learning. The dynamic nature of insurance allows professionals to specialize in specific industries or areas of expertise. Every client presents unique challenges, necessitating a continuous learning mindset and the ability to adapt. The emphasis on specialization within the industry fosters a culture of learning, agility and innovation and creates an opportunity to become an expert in areas where you have passion.

See also: The Myth of 'Sold, not Bought'

Protecting what matters most

At its essence, the insurance industry is about safeguarding what matters most to people and companies. Whether it is by protecting assets, ensuring continuity during business disruption or contributing to community welfare, insurers play a pivotal role in shaping a secure future. An empathetic industry at its core, insurance has a commitment to “protecting what matters most” that extends beyond mere rhetoric; at HUB, it is a guiding principle that underpins every interaction and decision.

In addition to providing financial security, companies in the insurance industry actively contribute to community initiatives and philanthropic endeavors. They stand as pillars of support during times of adversity, helping businesses rebuild and thrive. By aligning corporate values with societal needs, insurance companies reinforce their commitment to social responsibility and ethical stewardship. This is something many seek throughout their career, but most do not ever find.

As the insurance landscape evolves, aspiring professionals have an opportunity to embark on a rewarding career path that transcends a mere job title. By embracing the values of integrity, empathy and innovation, you can contribute meaningfully to an industry that safeguards the present and secures the future for us all.

As the tides of time shape the economic landscape, each generation grapples with distinct challenges on the path to financial security. While previous generations had their share of hurdles, Gen Z finds themselves facing an unprecedented set of obstacles when it comes to planning for retirement. 

The instability of traditional employment structures has cast a shadow over the conventional approach to retirement planning. Unlike their predecessors, who often enjoyed stable, long-term employment and had company-sponsored pension plans, Gen Z navigates a gig economy characterized by short-term contracts and freelance opportunities. This lack of job security makes it challenging for them to envision a stable financial future, let alone plan for retirement.

In addition, Gen Z and millennials feel more stressed about their finances than other groups, said John Carroll, senior vice president and head of insurance and annuities, U.S. and Canada, LIMRA and LOMA. In general, Carroll said, baby boomers have done OK, and Gen X is doing pretty well. But young adults tend to worry more about their finances and about “things” in general and are also concerned about job security. To make things worse, social media, which the older groups did not have, is amplifying the bad news that is out there.

See also: Strategic Guide to Unlocking 'Gen Zalpha'

The rising cost of education serves as another formidable barrier for Gen Z. Faced with astronomical student loan debt, young professionals are forced to prioritize debt repayment over contributing to retirement funds. The burden of educational loans delays the onset of saving for the future and may limit their ability to build a robust retirement nest egg.

The volatile nature of financial markets adds an additional layer of complexity for Gen Z. Traditional investment strategies that served previous generations may no longer be as reliable. The rapid evolution of technology and the advent of cryptocurrencies introduce a level of uncertainty that demands a new approach to investment. Gen Z, often characterized by a preference for digital solutions, may find it challenging to navigate these complex financial landscapes without the guidance of established financial norms.

The concept of retirement itself is evolving. Gen Z, known for their adaptability and inclination toward experiences rather than possessions, may not subscribe to the traditional idea of retiring at a certain age. The changing nature of work and the desire for a more balanced life may lead Gen Z to pursue alternative models, such as phased retirement or continued involvement in the gig economy post-formal retirement age.

The environmental and social consciousness of Gen Z further shapes their retirement aspirations. The prioritization of values like sustainability and social impact prompts them to seek retirement options that align with their ethical beliefs. This shift requires the financial industry to adapt and offer retirement plans that integrate environmental, social, and governance (ESG) factors, ensuring a seamless convergence of personal values and financial strategies.

The digital age, while providing Gen Z with unprecedented access to information, also introduces new challenges in terms of managing and securing their financial futures. The prevalence of online platforms and digital assets raises questions about the security and longevity of their financial investments. As the boundaries between physical and digital assets blur, Gen Z must grapple with the task of safeguarding their wealth in an increasingly connected world.

See also: Rethinking Insurance With a Gen Z/Millennial Mindset

How to address these challenges?

Financial institutions need to revolutionize their approach to financial and retirement planning to attract Gen Z. Tailored financial education programs that cater to the unique circumstances of Gen Z can empower them with the knowledge and skills necessary to navigate the complexities of the modern financial landscape. Having flexibility in retirement plans, acknowledging the dynamic nature of employment and accommodating non-traditional retirement goals will be crucial in capturing the attention and trust of Gen Z.

Here are a few tips I would like to give Gen Z:

1. Start small: You don't need to invest a lot of money to get started. Sign up for a term insurance policy as soon as you can
2. Set up a regular investment plan: One of the best ways to save for retirement is to set up a regular investment plan.
3. Increase your contributions over time: As your income increases, try to increase your retirement contributions.

Conclusion

Despite the growth in life insurance premium from 2021 through 2023, the gap in the number of young adults who say they need life insurance and those who actually own life insurance has been growing, said Alison Salka, senior vice president and head of research, LIMRA and LOMA. “We conduct the Insurance Barometer Study each year with Life Happens, and in general, the need gap has been growing, especially among younger groups, “ Salka said. Only 40% of Gen Z have life insurance, presenting a great opportunity to reach out to them.

The hurdles Gen Z faces in planning for retirement are a reflection of the rapidly changing economic, social and technological landscapes. As they navigate through gig economies, educational debts and the evolving nature of work, Gen Z finds traditional retirement paradigms increasingly irrelevant. Financial institutions and policymakers must adapt to these shifting dynamics, crafting innovative solutions that align with the values and aspirations of Gen Z. Only through a collaborative effort can we pave the way for a retirement future that meets the unique needs of this generation.

How can P&C insurers remain profitable in 2024?

Insurers ended 2023 with a combined ratio of 103.3%. Numerous challenges contributed, including inflation, climate change and rising reinsurance rates. While these challenges largely lie outside insurers' control, the times signal a need for strategic technological adoption to help them offset difficult seasons. 

AI has emerged as a formidable tool in this battle, particularly advancements in computer vision models and large language models (LLMs).

When we delve into these specific AI use cases, their real-time impact becomes evident. Computer vision and machine learning models trained on aerial imagery and geospatial data can generate detailed attributes of property condition. LLMs tell underwriters anything they need to know about a property to reveal otherwise unknown insights.

How does leveraging these tools help insurers streamline operations, minimize losses and cut expenses? Let’s explore.

Maximizing Insights Through Computer Vision

One key to overcoming profitability hurdles isn't relying solely on technology or aerial imagery alone. It involves unlocking deeper insights and better managing risk exposure through AI-driven insights from aerial imagery. Underwriters armed with this technology get a comprehensive view of risk exposure, allowing them to see the unseen for any property in their portfolio.

Computer vision models scan property imagery to detect and spotlight specific attributes, such as missing shingles on a roof, ponding and tree overhang. With up-to-date imagery, insurers can swiftly communicate any changes in risk exposure to the insured. For instance, a property with significant tree overhang may lead to problems with the insured’s roof. If the roof condition has dramatically degraded, insurers can demonstrate the new risk factors to the insured, helping both the insured and insurer. The insurer can also take immediate policy action and avoid surprises at renewal. Proactivity not only helps bridge insurer-insured communication gaps but also predicts and prevents potential losses before they happen. It’s a win for everyone. 

Consider the insurance customer that slashed time service from 5.5 days to 1.5 with the addition of property intelligence-based computer vision technology. The ability to bypass traditional, time-consuming physical inspections had a huge financial impact. That same customer produced a true run rate savings of over $1.4 million. For a company with $200 million in direct written premium, this reduction in budget and external inspection costs as well as the expedited service delivery was significant for our customer, the agent and ultimately, the insureds. 

See also: AI at the Center of CL-AI-MS

Generative AI and LLMs

As exciting as the boom of LLMs has been, with the rise of OpenAI, this form of AI isn’t new, but the nuances of its applications are. So what role do LLMs play in profitability?

Consider the use of computer vision to manage property risk already discussed, and now pair these insights with an LLM. You move from seeing every detail to being told every detail of property condition and risk exposure. This includes structural vulnerabilities and location-specific hazards, parsed from an aggregation of datasets that include real estate databases, weather patterns and claims history.

An underwriter can now say, “Tell me what I need to know about this property,” or, “Tell me what I need to know about the geography.” Or more specifically, perhaps the underwriter is looking at properties in a coastal, flood-prone area. They may first ask, “Can you tell me about the annual average precipitation in the area?” And then can follow up by saying, “Show me the first floor height of this property.” In essence, the LLM will not only relay factual data but apply advanced algorithms to project future risk scenarios, providing a probabilistic forecast of flood events and their potential impact on the property’s value and insurability.

This is significant when you consider what an underwriter typically does when writing new business. Rather than rely on a single source of truth, they are forced to order costly physical inspections, check multiple websites to ensure data is accurate and leverage mapping software without AI insights. Underwriters can dramatically reduce the time and expense of these tasks by incorporating holistic data on properties, in addition to ML-derived data, and fusing these sources together in an LLM. From there, an LLM sifts through the entire portfolio of properties, automating the extraction of key data points and synthesizing them into a clear view of risk. It's akin to consulting an insurance genie to surface the most comprehensive answers. This new process helps underwriters better understand their risk profile, manage policies and optimize their time and expertise where it’s needed most. 

See also: Balancing AI and the Future of Insurance

AI’s Future in P&C Insurance

P&C insurers should seriously consider leveraging AI for profitability and efficiency. Although it is still early to see AI’s full financial impact, and questions loom about bias and regulatory issues, it is likely here to stay. The insurance industry has highs and lows, but the right AI tools can be the constant that helps insurers remain steady when rough patches come. Not to mention, investing in it now will set new standards for innovation, streamline operations and dramatically enhance workflows for the future.

The bad news, of course, is that agents and brokers have had to deal with a lot of angry and confused clients as premiums for auto and homeowners insurance have soared.  "If you talk to any agent right now who has been in the industry for 20-plus years, they're saying that this has been the most challenging market they have ever seen," said Kasey Connors, vice president of marketing operations at the Independent Insurance Agents & Brokers Association. 

The good news? "There is a light at the end of the tunnel," she said, and "if we can make it through this, we can make it through anything."

I spoke to Connors for this month's interview because of a consumer survey the IIABA released in December that found a startling number of people considering changing carriers in the face of surging rates or even dropping coverage, despite legal requirements for auto insurance and contractual requirements for homeowners insurance for anyone carrying a mortgage. 

She said those trends are continuing but added that many agents and brokers have made headway with clients by communicating extensively with clients. Agents and brokers are helping them understand the numerous economic factors, including soaring costs for parts and labor and the surge in the number and severity of natural catastrophes, that are forcing premiums higher. Many customers are also learning from agents and brokers about how to save money by choosing higher deductibles, she said. 

In any case, inflation has dropped, and prices have even declined for some materials and parts. J.D. Power predicts that used car prices will drop 5.7% in the U.S. this year, after skyrocketing during the supply chain disruptions that the pandemic produced. So some of the pricing pressures are abating.

In a follow-up survey, agents reported having success in this still-tumultuous market by emphasizing four areas: communication with clients and partners; technology to improve efficiency; remarketing; and team morale. 

Elaborating on the need to improve efficiency, Connors said, "Our survey found that almost 80% of agencies are getting more phone calls, so demands on staff are increasing." In terms of boosting morale, she said, "We found that at least 30% to 40% of agencies were implementing additional staff training."

Connors added: "Agencies that are looking at improving their business processes are being the most successful."

So a bit of a mixed bag from the IIABA research, and there's plenty of work ahead of us. But for the first time in a while that light at the end of the tunnel seems to show an opening ahead for agents and brokers and isn't the headlight of an oncoming train.

Cheers,
Paul 

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