Elon Musk, Stephen Hawking and others have been warning about runway artificial intelligence, but there may be a more imminent threat: quantum computing. It could pose a greater burden on businesses than the Y2K computer bug did toward the end of the ’90s. Quantum computers are straight out of science fiction. Take the “traveling salesman problem,” where a salesperson has to visit a specific set of cities, each only once, and return to the first city by the most efficient route possible. As the number of cities increases, the problem becomes exponentially complex. It would take a laptop computer 1,000 years to compute the most efficient route between 22 cities, for example. A quantum computer could do this within minutes, possibly seconds. Unlike classic computers, in which information is represented in 0’s and 1’s, quantum computers rely on particles called quantum bits, or qubits. These can hold a value of 0 or 1 or both values at the same time — a superposition denoted as “0+1.”  They solve problems by laying out all of the possibilities simultaneously and measuring the results. It’s equivalent to opening a combination lock by trying every possible number and sequence simultaneously. Albert Einstein was so skeptical about entanglement, one of the other principles of quantum mechanics, that he called it “spooky action at a distance” and said it was not possible. “God does not play dice with the universe,” he argued. But, as Hawking later wrote, God may have “a few tricks up his sleeve.” See also: The Race to Quantum Computers   Crazy as it may seem, IBM, Google, Microsoft and Intel say that they are getting close to making quantum computers work. IBM is already offering early versions of quantum computing as a cloud service to select clients. There is a global race between technology companies, defense contractors, universities and governments to build advanced versions that hold the promise of solving some of the greatest mysteries of the universe — and enable the cracking open of practically every secured database in the world. Modern-day security systems are protected with a standard encryption algorithm called RSA (named after Ron Rivest, Adi Shamir and Leonard Adleman, the inventors). It works by finding prime factors of very large numbers, a puzzle that needs to be solved. It is easy to reduce a small number such as 15 to its prime factors (3 and 5), but factoring numbers with a few hundred digits is extremely hard and could take days or months using conventional computers. But some quantum computers are working on these calculations, too, according to IEEE Spectrum. Quantum computers could one day effectively provide a skeleton key to confidential communications, bank accounts and password databases. Imagine the strategic disadvantage nations would have if their rivals were the first to build these. Those possessing the technology would be able to open every nation’s digital locks. We don’t know how much progress governments have made, but in May 2016 IBM surprised the world with an announcement that it was making available a five-qubit quantum computer on which researchers could run algorithms and experiments. It envisioned that quantum processors of 50 to 100 qubits would be possible in the next decade. The simultaneous computing capacity of a quantum computer increases exponentially with the number of qubits available to it, so a 50-qubit computer would exceed the capability of the top supercomputers in the world, giving it what researchers call “quantum supremacy.” IBM delivered another surprise 18 months later with an announcement that it was upgrading the publicly available processor to 20 qubits — and it had succeeded in building an operational prototype of a 50-qubit processor, which would give it quantum supremacy. If IBM gets this one working reliably and doubles the number of qubits even once more, the resultant computing speed will increase, giving the company — and any other players with similar capacity — incredible powers. Yes, a lot of good will come from this, in better weather forecasting, financial analysis, logistical planning, the search for Earth-like planets and drug discovery. But quantum computing could also open up a Pandora’s box for security. I don’t know of any company or government that is prepared for it; all should build defenses, though. They need to upgrade all computer systems that use RSA encryption — just like they upgraded them for the Y2K bug. Security researcher Anish Mohammed says that there is substantial progress in the development of algorithms that are “quantum safe.” One promising field is matrix multiplication, which takes advantage of the techniques that allow quantum computers to be able to analyze so much information. Another effort involves developing code-based signature schemes, which do not rely on factoring, as the common public key cryptography systems do; instead, code-based signatures rely on extremely difficult problems in coding theory. So the technical solutions are at hand. See also: Dark Web and Other Scary Cyber Trends   But the big challenge will be in moving today’s systems to a “post-quantum” world. The Y2K bug took years to remediate and created fear and havoc in the technology sector. For that, though, we knew what the deadline was. Here, there is no telling whether it will take five years or 10, or whether companies will announce a more advanced milestone just 18 months from now. Worse still, the winner may just remain silent and harvest all the information available.

These days, we’re not surprised to open the paper and see another headline about the latest Epi-pen, Martin Shkreli or yet another new drug with an exorbitant price tag that has no basis in reality. Since Sovaldi, a pill to treat Hepatitis C, hit the market at a price point of $1,000 (never mind that you could purchase it for $4 per pill in India), it has become acceptable for mass-market therapies to suddenly become very expensive — often to the tune of $100,000 per therapy per patient per year. So it might blow your mind to open up a newspaper (or your web browser) and learn that a new, more effective drug is significantly cheaper and better, especially if it is a cure for Hepatitis C. Mavyret, manufactured by AbbVie, is the first example of a new, brand name Hepatitis C drug that is actually better for patients and costs far less. Eighty percent of patients with Hep C can do an eight-week course, versus the alternative, manufactured by companies including Gilead and Merck, which requires a 12-week course. Mavyret is the only drug that works for genotypes 1-6, and it has a list price that is less than half of what the competitors charge, even when you factor in the bizarre middleman shenanigans. It ends up costing about $26,000 to cure a patient of Hep C. If that sounds high, just consider the fact that all the specialty meds for chronic conditions such as psoriasis are now $50,000-100,000 or more per year! Mavyret sounds too good to be true, right? In the world of specialty pharmaceuticals — an intentional labyrinth of perverse financial incentives, with zero transparency for the payer or patient — it is actually not too good to be true. But clients and their employees probably still won’t reap the benefits. Unfortunately, our current system probably locks them into paying more for a drug for employees that is less effective, even though a cheaper alternative exists. See also: Stop Overpaying for Pharmaceuticals   Most of our efforts to manage pharmacy costs rely on working with a pharmacy benefit manager or PBM, which uses strategies like formulary management, prior authorization and step therapy. PBMs are, as Bloomberg News explains, “the middlemen with murky incentives behind their decisions about which drugs to cover, where they’re sold and for how much.” For starters, your PBM may have contracted to have the more expensive drug on their formulary because that manufacturer offers them better rebates. This decision, of course, is not based on what is most effective for the patient, or cheaper for the payer. It is based on the formulary and written into the contract, so you are stuck with it. And with the bizarre economics of rebates for manufacturers, Gilead and other makers of Hep C drugs can argue that their post-rebate prices are only 50% to 60% of their list price, so they really aren’t committing too much highway robbery. The New York Times recently reported that, contrary to conventional wisdom, an increasing number of patients are being steered away from lower-cost generic drugs toward brand name alternatives because this is a better financial arrangement for the PBM, thanks to steep rebates from manufacturers trying to “squeeze the last profits from products that are facing cheaper generic competition.” We feel the financial pain of this broken system every day. Only a few years ago, specialty drugs composed a reasonable-sounding 10% of our overall drug spending. Last year, specialty dug spending bloated to 38% — and by 2018, it will be an astounding 50%, which is an increase of $70 million a day! The system is opaque and perverse — and it’s the only system we know. But it doesn’t have to be this way. Almost two decades ago, the internet revolution made the travel agency obsolete. Uber and Lyft have done the same thing to parts of the transportation industry, and Amazon continues to do this to many industries. What have all of these disruptive innovations taught us? They have taught us that we might, in fact, be able to make better decisions ourselves, without a middleman. It is time for this type of disruptive innovation to hit the pharmacy benefit world. Today we have a system that focuses on controlling suppliers: PBMs that use profitability levers like formulary management, prior authorization and step therapy that, in reality, just limit our choices and prevent the functioning of a real market. See also: Open Letter to Bezos, Buffett and Dimon What if instead of focusing on supply, we focus on value? What if we begin by asking “is this drug really working for this patient? How well? And how does it compare with the alternatives?” This scenario represents an incredible opportunity for better health outcomes and savings compared with the status quo. What makes sense and saves cents at the same time isn’t being locked into a formulary choice, but the brave new world of opportunity for employees to get well sooner and pay less for a therapy like Mavyret. As a benefits professional, breaking out of the status quo isn’t easy. After all, 10 years ago, it wouldn’t have worked to turn to your travel agent, taxi cab driver or storefront manager and tell them, “I need a new model for your industry, and I don’t need you anymore.” Organizations that have a bit of flexibility to experiment can, should and will be the early adopters of better ways. Some already exist. Don’t settle for the status quo. Keep asking vendors, “What have you done for my clients and their employees today?”

California wildfires are a fairly frequent occurrence: The five-year average of wildfires has been 4,770, with around 202,705 acres burned, but in 2017 there were 6,877, with 505,733 total acres burned, according to the California Department of Forestry and Fire Protection. While these storms are devastating and heart-breaking, in almost all cases insurance supports recovery. What is often overlooked is the threat of flood – which is not covered by homeowner’s insurance - that wildfires create. By being aware of how flood exposure arises from wildfires, and knowing the insurance options available, homeowners can take action to be prepared should an event occur. What causes flooding from wildfires Flooding from wildfires can arise in three ways:

• Landscape and runoff flow — The wildfire changes the characteristics of the landscape and increases the chances of flooding from runoff due to:
  • Vegetation — When it rains, trees and plants that cover the ground catch a certain portion of rain on their branches and leaves, which slows accumulation at the ground level and lets the moisture simply evaporate. Wildfires remove this natural protection.
  • Removal of litter — Litter (leaves and pine needles on the ground) normally allow for absorption of water, again slowing the runoff of water. In a wildfire, litter is eliminated.
  • Scarring — One of the major and most dangerous effects of wildfires is that ash and burnt top soil, which are water-repellent, are left behind. This has the same effect as taking an area and covering it with concrete – there will be a big increase in runoff of water, and normal drainage sources will quickly fill up.
  • It will take approximately five years before all of the vegetation is replenished and the soil begins to return to its original state.
• Mudflow — Because so much of the vegetation is removed in a fire, the potential for mudflow is greatly increased. In some cases, mudflow is a covered peril under a flood policy as long as the mudflow has a milkshake consistency. If not, the flow is considered a landslide, which is not covered. Mudflow-type claims normally are higher-value claims because they are even more destructive than a normal flood.
• Debris — Ash and debris from wildfires can cause problems with river and stream runoff. Debris is carried into the stream or river, causing natural dams and water buildup, which will push water out of the banks and can flood areas that have never flooded before.

See also: How to Fight Growing Risk of Wildfire   The importance of understanding what a 100-year floodplain is A 100-year floodplain is based on a statistical probability needed by the insurance industry as a standard on which to base policies. The process of determining a floodplain is based on scientific measurements that are then put through a formula/statistical model to generate an estimate of how often a flood event could occur. For a 100-year floodplain, there is a "one-in-100 chance (1%) flooding may occur in any given year, or a "return period" of once every 100 years," according to FloodSafety.com.  It’s important for homeowners to understand this language so that they can have a better understanding of what their flood exposure is estimated to be. Understanding the application of flood maps Homeowners should take caution when looking at a flood map to determine their flood exposure, especially if they live in an area affected by wildfires. Flood maps are created using data gathered from many sources. Assumptions and statistics are applied to determine if in any one year there is a 1-in-100 chance that you will have a flood that will cover a certain area. Any major changes in the data – such as the occurrence of a wildfire - will inevitably affect the chance of a flood. What’s more, floodplains on a flood map cover a very large area. This means that properties can also be at higher or lower risk within a floodplain depending on where in the floodplain they are located. For example, one house in the 25-year floodplain may flood two feet deep during a storm, but a neighbor deeper in the floodplain may flood six feet deep. The bottom line — knowing how to apply a flood map to particular circumstances is a huge advantage for homeowners when determining their specific risk and what steps to take to mitigate those risks. What can homeowners do? Homeowners have several steps at their disposal that they can consider taking to protect their homes from flood exposure due to wildfires:

• Use online tools to help evaluate the risk of flooding. These tools, such as those found here, can determine a flood risk rating score based on location, show the average number of claims, associated costs and more.
• Purchase flood insurance. Flood insurance is not included in a standard homeowners policy. In many cases, flood insurance can bring peace of mind in regard to protecting a home. Many people feel they do not have a flood risk or cannot get flood insurance because they are not in a flood zone. That is simply not true. The only thing that will prevent a homeowner from getting flood insurance is if they are in a designated wildlife area (CBRA) or if their community does not participate in Federal Flood Plain management programs.

See also: 2018 Workers’ Comp Issues to Watch   Conclusion While it is not known what weather patterns will do over the next couple of years, we do know that there is a large population of people in California who have increased flood exposure. Informed homeowners who take the necessary steps to be prepared will be able to effectively deal with their flooding exposure and an event should one occur. This article is provided for general informational purposes only and is not intended to provide individualized business, insurance or legal advice. You should discuss your individual circumstances thoroughly with your legal and other advisers before taking any action with regard to the subject matter of this article.

We talk about innovation all time. Yes, it is mandatory. Yes, your competitors are doing it. Yes, it means fundamental changes within an organization. But what does innovation really mean, and where do you start? An innovation is defined as a new method, process or product. For insurance, the quest to build something new or transforming has quickly become foundational. The focus on innovation has naturally created an industry-wide platform that pushes us to rethink, redesign, reimagine and reinvent our roles, structures, products, services, processes and technologies. We’ve been talking about and tracking innovation for several years now. And creating a culture of innovation is probably still the biggest hurdle. We are operationally focused. We are successful. We’re financially strong. It’s hard to change what you’re doing right. It’s also hard to change when you’re going 100 mph every day. Yet, despite challenges across the industry, we’re seeing a lot of innovation models appear. And in those models, we see segments of change and real action on innovation. See also: Linking Innovation With Strategy   What’s fascinating about 2017 is that almost all insurers in our research (more than 90%) have some type of innovation happening across their companies. It has taken hold, even at a regional- and small-insurer level. It’s happening, from the $500 million companies all the way down to the $50 million companies. It takes the forms of what could either be called an innovation initiative, a digital strategy of which innovation is a part or tracking and partnering with insurtechs and emerging technologies with innovation as a part of that. In other cases, innovation is disguising itself in the strategic initiatives. Or, it’s just flat-out called an initiative within the company in its own right. About half of the insurers are still in the development phases of innovation, trying to define it, trying to figure out the process, the people, how to invest in it. And the other half are maturing. Some of those have been creating and evolving innovation labs for three, five or even seven years. I remember our first SMA Summit, when we gave an Innovation in Action Award to Allstate for creating an innovation lab. It was just the beginning of insurers thinking of innovation in a big way. Now, innovation labs are virtually everywhere, on every scale, inside and outside the structure of the insurance company walls. As an industry, and for most insurers, it’s still a struggle to create innovative thinking and tie it back to strategies and operations – or to flip the approach and take our business strategies and tech investments and innovate those. Or to really find the value for the operations, or to see the value from a customer or agent/broker perspective. At the end of the day, insurers are still required to pay a claim, make money and provide dividends to either their shareholders. Right now, it’s a balancing act between fulfilling the needs of the daily business and progressing into the future with innovation initiatives. See also: Global Trend Map No. 6: Digital Innovation   This year’s SMA Summit is scheduled for Sept. 17, 2018, and the theme is Transformation in Action. I can’t wait to hear the stories shared about the innovations realized. We have come such a long way in so short a time. It’s amazing to think that, just seven years ago, the thought of an innovation lab was groundbreaking. Finally, if you are just beginning, or unsure where to start, remember that starting small works! Just start somewhere. It may take a leap of faith to acknowledge that there are places in your organization that need to be transformed. But today, there is more support than ever – from all of us at SMA, from customers, from solution providers and even from competitors. The time is now. Just jump in! Read our latest research report on innovation: Innovation is Mandatory: SMA Annual Innovation in Insurance.

We all have that colleague who overuses buzz words and phrases such as: "synergy," "deep dive" and "low-hanging fruit." Yet, every now and again, a buzz word arises that actually affects your business. In 2018, that word is going to be “agile,” and human resource teams will be responsible for making it a reality across the organization. Business agility is the ability to adapt and respond rapidly to changes in the environment while sustaining success. Depending on the size and stage of your organization, agility may require bold internal policy transformations, a new approach to hiring or paradigm shifts in company culture. Agile isn’t new, so why will it creep up the challenges list in 2018? With questions swirling around whether the economy can sustain its momentum, uncertainty has again set in. Organizations with the ability to quickly adapt to changing business and economic conditions, companywide and HR-focused objectives – particularly those focused on driving growth – won’t have to be compromised. Yet nearly 700 executives reported having little confidence in their companies’ ability to quickly mobilize in response to market shifts. More than 50% of those surveyed did not believe that their culture was adaptive enough to respond. See also: The Human Resources View Of Health Care Benefits Needs To Change  To solve this quandary, CEOs are turning to HR leaders. CEOs are providing a mandate to create a workforce and cultivate a culture that is agile and nimble enough to capitalize on new opportunities and overcome deep-rooted organizational challenges. At Peak Sales Recruiting, we work with HR leaders from some of the most innovative and disruptive companies. Based on their collective experiences and the latest studies, we have compiled three ways human resource and talent acquisition teams can harness the power of agility to drive organizational performance in 2018: 1. Learn from Tom Cruise in "Mission Impossible:" In the popular movie franchise, Cruise leads IMF, a self-managed team that operates outside of government bureaucracy to save the U.S. from evil. In the real world, many leading companies such as Microsoft, Spotify and Airbnb have employed similar strategies. For example, "Scaling Agile @ Spotify" formed cross-departmental teams that functioned like a startup, with Spotify as the incubator. The teams – Tribes and Guilds – had delegated decision-making autonomy on key service and product development initiatives. Their work has been so important that they’ve helped the company keep giants like Apple from stealing market share in a growth segment. Bain research studied 300 large corporations worldwide and found that the top quartile’s key to success was that they spent 50% less time on unnecessary and ineffective collaboration. That is why small, talented teams that work outside of traditional hierarchical management systems can solve mission-critical issues, faster. To be more agile in 2018, HR departments must work closely with C-suite executives on empowering middle and front-line leaders to build nimble, cross-functional teams. 2. Transform internally at scale: A Korn Ferry Institute study found that increasing investment in aligning HR practices with business objectives resulted in a 7.5% decrease in employee turnover and, on a per-employee basis, $27,044 more in sales, $18,641 more in market value and $3,814 more in profit. But in tech, HR departments have traditionally struggled to be aligned with rapid go-to-market plays and shorter product-development cycles. Workforce policy development, talent acquisition tactics and competency and performance review initiatives weren’t in sync with the changing pace of business. Using agility as its foundation, one company approached the problem differently. McKinsey recently released a case study called ING’s Agile Transformation. Recognizing the importance of agility at scale, ING made 3,500 employees re-interview for their jobs. Remarkably, 40% of them ended up in new positions within the company or were let go. In many cases, the change was not because of an employee’s skill set. The issue was whether employees could embrace the constant state of change that financial service and fintech organizations need to remain competitive. ING’s HR department led an unprecedented overhaul of their organization, and this experience can be replicated across organizations in 2018. 3. Hire change agents with a versatile skill set: The phrase, “We have always done it this way,” is the kryptonite to success. Economic volatility and advances in technology, in certain cases, render last year’s business plan obsolete. While it is not necessary to reinvent the wheel every time, HR departments must evolve their competency models to hire people possessing change agent traits and experiences. Steve Jobs famously said that, if you want to hire change agents, hire pirates. He wanted employees who would challenge the status quo and were flexible, diverse, passionate and results-oriented. If HR departments do not bring in fresh people and ideas, the company will fail to improve in 2018. See also: Hacking the Human: Social Engineering Due to rapid changes in technology and the global economy, business agility will be a key differentiator between company failure and success. Being agile while maintaining company values and processes is a tightrope that CEOs are asking human resource professionals to figure out. Never has a buzz word meant so much.

Recruitment and retention of sufficient workers presents a growing challenge for many U.S. businesses in manufacturing, construction and many other segments of the economy. Competition for workers continues to grow as the improving economy drives down unemployment and applies pressure on employers to increase wages. U.S. Bureau of Labor Statistics November employment statistics, for instance, showed employment continued to trend up in professional and business services, manufacturing and healthcare. While most businesses welcome the uptick in business opportunities, the pressure to increase wages threatens the ability of many of these businesses to take full advantage of these new opportunities. While welcoming the strengthened manufacturing economic performance, the National Association of Manufacturers says manufacturers continue to say that the inability to attract and retain a quality workforce is one of their top concerns. Employers in the healthcare and services industry increasingly are reporting similar challenges. With tightening immigration standards making it more difficult to close gaps with foreign labor, savvy businesses are taking the initiative to respond to this changing labor environment by reevaluating their recruitment, retention and compensation practices. In addition to looking to recruit new workers from the ranks of the under- and unemployed, many businesses increasingly are looking to recruit employed workers from other employers by offering sweeter compensation, work-life balance, promotion or other sweetened employment opportunities. Businesses competing for the same workers will want to review their existing employment and compensation packages to help promote their ability to recruit workers and to retain existing workers. See also: What Is the Business of Workers’ Comp?   In recognition that other businesses may target their best workers, businesses should shore up their compensation and retention practices and strengthen their noncompetition, trade-secret and other critical workplace protections to guard against disruptions from loss of key personnel. When conducting these activities, businesses should not rely on past legal experience. Federal and state law has evolved significantly regarding noncompetition, trade secret and other business intelligence safeguards. Businesses that have not done so in the past year should consider engaging experience counsel to review their existing policies and practices for possible witnesses and opportunities for enhanced strength. Businesses also may want to discuss opportunities for bonus or other golden handcuffs compensation packages to give key workers incentives to stay with the organization. Employers also should recognize that departing employees may take advantage of opportunities to air resentments. In the face of these risks, employers will want to ensure that their existing wage and hour, harassment, safety and other workforce policies and practices are currently compliant as well as be prepared to respond to any allegations of past misconduct. Employers should carefully conduct exit interviews and investigate any alleged misconduct or other negative feedback to mitigate potential risks and liabilities. Employers also should consult with experienced employment and employee benefits counsel about appropriate design, administration and documentation of these policies, practices,i arrangements and activities.

Winning insurtechs tap into the key challenges that insurance carriers are facing. In this post, the second of seven different flavors of winners in fintech insurance: insurtechs that drive dramatic cost savings. Although emerging markets are witnessing significant growth, most mature markets are saturated and experience margin pressure. This will show little or no change in the years to come. Insurers are looking for ways to operate more efficiently in every major part of the costs column: in claims expenses, costs of operations and customer acquisition costs. Technology purchases and investments by insurance carriers will further explode in these areas. And so will the number of fintech solution providers that want to cater to that need. Learn from digital pure players Technology definitely eroded the barriers to entry. Successful pure-play digital insurers know how to leverage technology to defy the conventions related to cost drivers that incumbents still work with. According to McKinsey research, incumbents for instance are not able to operate profitably with fewer than 1 million policies. They hardly seem to benefit from scale economies, and for incumbents the costs of using broker channels barely differ from using digital channels. “The difference with pure-play digital insurers like InShared could not be bigger," says Irene van den Brink, director of business development at InShared, the first fully digital insurer player on the Dutch market. In only five years, it achieved 10% market share in online car insurance, the highest NPS score in the market as well as the lowest cost ratio. “We run 500,000 policies with a core team of only 35 FTE [full-time employees]. But the scalability becomes even clearer when I tell you that 1 million policies could be managed by just a few more FTE and not the doubling of FTE you would see in a traditional model. With our digital model, we have proven to run a portfolio of P&C (non-life) at a 10% cost level, where we see that more traditional direct players have a cost level between 20% and 30% and broker models even higher than that. And this is just the beginning: Adding volume to our operations means we can go as low as 75 to 8% expense ratios, leveraging the full potential of a digital model.” Apart from how digital new entrants leverage technology, we believe that two other factors are essential that explain the difference with incumbents. First, having started from a clean slate, digital new entrants lack the complexity of a wide product portfolio, multichannel operations and having to comply with existing processes and IT infrastructure. Second, they understand this and stick to it. Successful digital new entrants are complexity-averse by nature. That is why they succeed in scale economies where incumbents don’t, and that is why they succeed in keeping their cost base that much lower. This is where many incumbents go wrong. Van den Brink says: “Virtually every insurance companies has embraced the need for a digital solution. But merely adding a digital channel or an app is not the way forward. In fact, this only adds costs and increases complexity in the IT landscape, it adds databases, systems and the links needed become an even bigger spaghetti.” This is important to keep in mind when implementing fintech solutions to achieve substantial cost savings. The fintech solutions should address the root cause; they should dramatically reduce the complexity of current operations. See also: Top 10 Insurtech Trends for 2018   Go where the money is Insurers spend between 60 and 80 cents of each euro of premium on claims. This means ample opportunities for fintechs that provide innovative solutions that reduce this amount. Think of solutions for improved claims management and fraud detection. Due to insurance fraud, 60 billion euro is lost each year in Europe and the U.S. alone. Of all fraudulent claims, 65% go undetected. Insurers spend no less than 240 million euro annually to tackle fraud. 10 insurtech solutions that dramatically reduce such costs Everledger is using the technology behind bitcoin to tackle the diamond industry’s expensive fraud and theft problem. The company provides an immutable ledger for diamond ownership and related transaction history verification for insurance companies, and uses blockchain technology to continuously track objects. Everledger has partnered with different institutions across the diamond value chain, including insurers, law enforcement agencies and diamond certification houses across the world. Through Everledger’s API, each of them can access and supply data around the status of a stone, including police reports and insurance claims. OutShared recently launched the CynoSure digital insurance platform, a complete head-to-tail digital insurer-in-the-box. CynoSure is a SaaS solution that covers the back-office system-of-record to all front-end web and app interfaces. For instance, with CynoClaim (one of CynoSure’s key modules) more than 60% of all claims can be managed automatically, resulting in lower costs as well as increased customer satisfaction. The platform can be used for both new market offerings and the renovation of established operations migrated to the platform. Results of the first implementations are promising: as much as a 50% decrease in costs and 40% increase in customer satisfaction. CynoSure takes six to nine months to implement, whether it is new or a migration – quite spectacular in the insurance industry, as well. (InShared is powered by OutShared) EagleView Technologies provides aerial imagery, data analytics and geographic information solutions. Thanks to a fleet of 73 aircraft (and drones) that capture images on a year-round basis, EagleView’s library contains more than 250 million images spanning 12 years. This provides the most comprehensive current and historical view of properties available. Insurers use the library, data and visualization tools for instance to identify pre-existing conditions and estimate storm damage to roofs, leading to better decision-making in claims adjusting. In most cases, it is not necessary anymore to visit the site. In addition to these cost reductions, faster closing of claims leads to increased customer satisfaction Enservio software uses demographic and other information to estimate the value of contents in a home. The software is, for instance, used to settle claims. Imagine a house being destroyed by a hurricane. The software allows the insurance company to reduce time-consuming negotiations, to eliminate discussions and to pay the claim three times faster. Lexmark health insurance solutions provide carriers with the tools to expedite claims processing, simplify communications and reduce costs. The solutions extract data from claims forms with an accuracy rate of 90% or more, eliminating most manual data entry and boosting straight-through processing. Specific content management solutions integrate with legacy systems to provide health insurance document management for unstructured content in any form – paper, email, web forms, faxes, print streams and industry-standard formats – giving instant access to for instance claim adjusters. AdviceRobo solutions use a machine-learning platform that combines data from structured and unstructured sources to score and predict risk behavior of consumers. AdviceRobo, for instance, provides insurers with preventive solutions applying big behavioral data and machine learning to generate the best predictions on default, bad debt, prepayments and customer churn. Predictions are actionable because they are on an individual level. Shift Technology leverages data science to detect and model weak and strong signals of fraud, including fraud by organized gangs. Shift Technology has developed algorithms to model data analysis of insurance policies and insurance claims, and external data while integrating the expertise of insurers. To be implemented and configured, the solution requires limited technical or financial investment. The solution is provided in a SaaS model and charged based on the volume of claims processed. The platform is used by general insurance companies as well as other actors in the insurance ecosystem, such as expert networks. Not really insurtech, but too interesting not to include: PartsTrader is an online car parts marketplace that U.S. insurer State Farm is using to dramatically improve the repair process. Repair delays caused by parts ordering issues result in millions of dollars in rental vehicle expenses daily across the industry, and high parts costs are reducing the number of vehicles that can be repaired. Using PartsTrader addresses both problems. The objective is to improve parts availability, quality, order accuracy, competitive pricing and process efficiency. The LexisNexis Intelligence Exchange data platform allows insurers, among others, to review an incoming claim, for instance against claims made with other insurers, resulting in faster settlement of genuine claims and coordinated investigations of suspicious claims. The platform also detects potential insurance fraud; e.g. misrepresentation and non-disclosure of relevant facts, and lapsing of a policy in the second or third year due to, for instance, deliberate churning by an agent. QuanTemplate is a cloud platform to analyze, report and communicate bespoke insurance information between parties. The software is built for the complex, collaborative world of the wholesale reinsurance markets. The users can manage their whole workflow within one app. The platform reduces time and cost spent on reporting and analytics, while increasing speed and transparency. See also: Global Trend Map No. 7: Internet of Things The Internet of Things potentially has a huge impact on claims – by preventing an incident or by warning so that the damage doesn’t get worse. Connected devices provided by companies like Nest deploy sensors and Wi-Fi technologies to detect and report things like a leak under the sink before a pipe burst or to automatically shut off the stove when someone leaves home – so that house owners can handle burning toast before it becomes a burning toaster and insurers can avoid hefty claims later. Liberty Mutual and American Family Insurance already teamed up with Nest to decrease costs. Similar preventive measures are promoted in ever-more-connected cars. VitalHealth Software develops cloud-based eHealth solutions in particular for people with chronic diseases such as diabetes, cancer and Alzheimer’s. The company was founded 10 years ago by, among others, Mayo Clinic. The impact is huge because chronic diseases account for the majority of healthcare costs. VitalHealth Software features include care providers participating and collaborating in health networks, gaining web-based access to shared, protocol-driven disease management support based on established clinical guidelines, seamlessly integrated to and accessed from within existing electronic health records. Clients and partners of VitalHealth Software include top five health insurance carriers in Latam, Europe and China, eager to improve patient care and health costs management simultaneously. All solutions that we featured in this blog have one thing in common: On the one hand, they contribute to significant cost savings, but on the other hand they improve customer engagement. Combining the two should be a leading design principle in digital transformation efforts. Nest, OutShared, Everledger, AdviceRobo and VitalHealth Software are among the insurtechs that will showcase their innovative solutions at DIA Barcelona. In our next post, we will focus on the third flavor of winners in fintech insurance: insurtechs that play new roles in the value chain. So stay tuned! You can find the article originally published here.

Many insurers are focused on how to innovate, but most do not have a stable, cost-efficient core to support and fund their innovation efforts. Both are necessary.

We’ve all read the productivity articles about the world leader who eats the same thing for breakfast, repeats the same 40-minute workout and reads the newspaper in the exact same order. We’ve heard about elite athletes with rigid pre-game routines, down to the music they’ll listen to before the match. The take-home message from this is that you need a stable foundation if you’re going to do amazing things. And in the case of insurers, a stable, efficient core is essential to enabling innovation. A stable core is essential for innovation It’s easy to focus on the shiny, emerging technologies that promise to up-end the insurance industry: artificial intelligence (AI), the Internet of Things (IoT) and blockchain, to name a few. Do these things have far-reaching implications for insurance? Yes. Are there startups leveraging new technologies that may eventually disrupt the industry? Of course. But when many insurers still struggle to provide real omnichannel customer service, or offer timely and transparent claims settlement, it’s almost irresponsible to be asking which company or technology will disrupt insurance. Part of the issue is that the industry tends to clump two distinct opportunities together. First, there are the core competencies that insurers must master: the user experience, personalized offers, timely and transparent claims service. Get these pieces right, and you may not win—but do them poorly, and you will inevitably lose. Separate from this are the new technologies that capture headlines; if scaled successfully, these cool innovations can pave the way to an insurer’s future revenue streams. Brilliant basics and cutting new ground At Accenture, we call these two opportunities the Brilliant Basics and Cutting New Ground. By getting the Brilliant Basics right, insurers foster a stable core—the strong foundation that’s necessary to enable innovation, in the form of Cutting New Ground. By injecting new digital technologies to transform the core, it becomes cheaper and more efficient to do the Brilliant Basics. This approach is aligned with what’s recommended by the Accenture Disruptability Index, which identified insurance as being vulnerable to disruption and recommended optimizing to improve structural productivity. See also: Core Transformation – Start Your Engines!   Successful core transformation can create efficiencies, reduce the cost to serve and improve growth—all of which frees investment capital to fund Cutting New Ground initiatives. These innovation initiatives should be viewed like a portfolio of digital investments. Low-risk, low-reward projects may be more likely to succeed and deliver incremental growth. High-risk, high-reward projects may be less likely to succeed—but if they do, they can enable an insurer to establish a definitive competitive advantage. Given insurance’s risk aversion, it’s definitely a cultural shift to embark on a project knowing it may not succeed, so viewing Cutting New Ground as a portfolio of investments can be one way to mitigate cultural concerns. Consequently, insurers need both pieces. Brilliant Basics can enable a stable core and generate investment capital that make it possible for insurers to focus on Cutting New Ground. Brilliant Basics is the elite athlete’s pre-game routine; Cutting New Ground is the game-winning performance, and maybe a record-breaking one at that. To get started, insurers should consider the following questions:

• What are your Brilliant Basics and what will it take to deliver them?
• What are the foundational capabilities required to both deliver those Brilliant Basics and to set up the organization for cutting-edge innovation?
• What is Cutting New Ground for the industry in general, and your organization in particular?

Transform the core to enable innovation It’s no longer enough to talk about digital channel strategy or digital operating models. We live and work in a digital world, and insurers need an appropriately digital strategy, period. This double-barreled strategy of using Brilliant Basics to become more efficient and create investment capital can enable an insurer to place smart bets with Cutting New Ground initiatives. See also: ‘Core Transformation’ May Not Be Enough Done properly, Brilliant Basics can help insurers better connect with customers. By layering successful innovations on top of it, they can begin to see the stepping stones to becoming a competitive, digitally enabled business.

Workers’ compensation is essentially a collection of related actions taken by the employer, payer, provider and injured worker in the service of the injured worker’s recovery and return to work. Putting the injured worker at the center of this activity is critical, as discussed in the previous article in this series, Five Best Practices to Ensure the Injured Worker Comes First. But what is the best way to achieve our objective of getting injured workers rapidly back on track? What processes, tools and systems do we put in place? What problems should we focus on? Critical to answering these questions is a framework that is based on years of handling service operations across a range of industries (airlines, retail banking, healthcare, etc.). Any service process can be measured based on its performance along three dimensions:

• Cycle time — time to complete one cycle of an operation (e.g., from opening to closing of a claim).
• Cost — the cost to go through a cycle of the process.
• Quality — the error rate that occurs as you go through a cycle.

It’s a truism in process improvement that you can improve only one or two of these factors at a time, at the expense of the others. While this is true if we push on cost or quality, pushing on cycle time improves all three metrics. This is an important finding that’s worth restating. If we endeavor solely to reduce cycle time, we can improve all three metrics — cost, quality and cycle time — without sacrifice. To explain why, let’s look at a few examples. Redesign efforts that focus on costs usually aim to increase the productivity of the current team and system. While this helps in reducing unit costs in the short term, it adds more strain on the system overall. The increased strain leads to increased error rates, which in turn leads to increased need for redundancy checking and longer cycle times. Costs start increasing as a result — the exact opposite effect of what we intended. Redesign efforts that focus on reducing error rates typically add additional checks/rechecks in the process, leading to higher costs and longer cycle times. Once the redundancy checks are in place, it is difficult to change anything in the process because there is a fear that quality might suffer. As a result, you are stuck with a slower, costlier process. See also: The State of Workers’ Compensation   Redesign efforts that focus on cycle time reduction push us to take a deeper look at the process. Long cycle times are typically caused by unnecessary delays in the process. In a service operations setting, delays are like inventory in manufacturing. They are in place to buffer any inefficiencies and variabilities in the essential process. Reducing delays requires us to make each step in the process more reliable and more standardized. As we do that, we strip away the layers of unused time in the process. The reduced waste lowers costs and error rates, as there are fewer failure points. The result is reduced cycle time, reduced error rates and reduced costs. In short, if there is one thing you should focus on to improve the injured worker’s experience, it is around making the process go faster for him or her. Respect cycle time, and all else will follow. Here are five key levers that can be used to push on cycle time:

1. Eliminate non-value-added (NVA) work – Remove work that does not need to be performed and work that is not part of putting the injured worker first.
2. Standardize operations – Establish best practices for straightforward tasks.
3. Segment complexity – Break down your steps into “repetitive” and “non-repetitive.” Repetitive tasks are ones that can be accurately and comprehensively laid out in a flowchart. Non-repetitive tasks are ones that address a variety of cases and can’t be clearly laid out in a flowchart.
4. Handle your “repetitive” tasks with technology and analytics – Automate the repetitive tasks as much as possible. They are not a good use of your team’s time. Build up your technology and analytic capabilities not only to automate these processes but also to alert you in case of exceptions.
5. Build deep skills to handle the “non-repetitive” tasks – Train your team extensively to handle the complex, non-repetitive tasks (e.g., handling a complex claim heading toward attorney involvement). Use an apprenticeship-based model to train the team handling these tasks. Cross-train select staff so they can go where the need is like a SWAT team, enabling you to reach economies of scale with existing resources.

Workers’ compensation is a complex system with myriad rules and regulations that guide the provision of medical and disability benefits to injured workers. By putting the injured worker first and focusing obsessively on shaving days/minutes/seconds off the process of getting an injured worker back on track, we believe we can make a big dent in reducing the $250 billion-a-year impact of occupational injuries on the U.S. economy. See also: 5 Best Practices on Injured Workers   Read Dr. Gardner’s first article in this series: Five Best Practices to Ensure the Injured Worker Comes First As first published in Claims Journal.

Senior executives at insurance companies, like their peers in other industries, are charged with developing and executing the right set of strategies that will lead to success. In years past, strategists at insurance companies have had at their disposal a relatively standard array of strategies to chose from, their job being to prioritize and balance the investments and resources devoted to each. Do we expand our distribution channel network? Put more focus on new products and services? Modernize our foundational policy, billing and claim systems?

These questions and others were the traditional types of questions that executives had to address. Those traditional areas are still important and must be part of the mix for modern insurer strategies. However, a new class of strategic initiatives has emerged that is growing in importance. Now, insurers must consider how to incorporate digital transformation, insurtech, emerging technologies and others into their business and technology strategies.

These “New World” initiatives are poised to reshape the insurance industry, and it is essential that every insurer build them into their plans. A sizable challenge ensues – combining the traditional strategic initiatives with these new world initiatives into just the right blend to make each company successful, today and in the future. This is the new balancing act that executives must tackle – and some may feel like they are teetering on a high wire.

SMA has been tracking the evolution of insurers' strategic initiatives for many years. The changes in these initiatives paint a picture of an industry in transformation and are highlighted in a new SMA e-book, "Strategic Initiatives in Insurance, 2018 and Beyond." The e-book covers the different paths that property/casualty and life/annuity insurers are taking and identifies how companies are prioritizing 12 strategic initiatives (five traditional, six new world and innovation, which spans the old and new).

Several interesting phenomena are occurring. For one thing, more and more executives consider their companies to be in transformation mode, actively trying to redesign and reshape the company for higher growth in the digital age. In addition, both innovation and digital have swept over the industry like a tsunami. About 90% of insurers have significant initiatives for digital transformation and corporate-wide innovation. CEOs feature their digital strategies and investments in their letters to shareholders and earnings calls with Wall Street financial analysts. Chief digital officers are a hot commodity in the industry. Regarding innovation, more insurers are trying to move beyond the early stages to create a broad-based culture of innovation that is sustainable and organic.

One other interesting development is the clear recognition that core systems must be modern to support the demands of a digital, connected world. Modern policy, billing and claim systems are the essential enablers that allow insurers to capitalize on the opportunities for new products, new channel partners, new business models and significant operational improvements.

See also: Strategies to Combat Barriers to Insurtech  

Finally, it is fascinating to observe the industry as it engages with insurtech and emerging technologies. Not that long ago, technologies like mobile and analytics were considered “emerging.” Now they are table stakes and supportive of a new class of technologies like artificial intelligence, drones, the Internet of Things and many more. The insurtech movement has exploded onto the scene, with well over a thousand startups relevant to the industry. The industry is increasingly engaging with insurtechs and exploring emerging tech, with each company prioritizing based on their lines of business and business models. This year – 2018 – is likely to be an exciting one for the industry as the transformation continues. Stay tuned for interesting developments as insurers execute on their strategic initiatives.

Click here for more information on SMA’s recent e-book, Strategic Initiatives in Insurance, 2018 and Beyond.