Tag Archives: digitization

Future of Digital Insurance Claims

What’s driving your digital claims transformation programme: COVID? Competition? Or cost? Whatever the answer, we could be in danger of leaving the customer out of the equation in the rush to digitize and automate insurance processes. 

This is the warning ringing out from a recent research report from IT analyst Forrester, which found that consumers don’t trust “black box” digital claims processes and would much rather speak to a human being. You heard that right. 

Throwing Technology at the Problem

That observation has implications for insurers that have invested significantly in digitizing claims processes to alleviate the cost of call centers and replace manual processes with automated ones. Digitizing was the prevailing advice to insurers from the big consultancy and tech firms, which have argued that digitization leads to improved efficiency and better customer service.

Organizations are rapidly introducing piecemeal tech features to solve a problem, such as chatbots, online customer self-service and photo apps, but from a technology — rather than a human — perspective. While these additional services can certainly bring efficiencies to the claims handling process, it is vital to give your customer service agents, loss adjusters and claims managers what they need to provide the human touch. 

It could be time to take a more user-centric approach, reimagine the customer journey and find out what customers actually want. 

Reaching Out

While insurers have been busy adding self-service features for elements such as first notice of loss, the adjustment process and payment, Forrester found that 56% of survey respondents prefer to work with a person rather than use digital self-service tools. 

In fact, customers may well file a claim online using self-service, only to follow up straightaway with a phone call to confirm that the process has worked. This undermines the point of the digital enhancements, which are meant to lessen the load on claims and contact center resources, Forrester says. And it also means the features are not necessarily saving the business money but doubling up on customer touchpoints.

Even the most tech-savvy customers call to follow up, says Forrester principal analyst Ellen Carney, who co-wrote the report. This is mainly because they want somebody to explain what is going on behind the scenes regarding the insurer’s decision-making and process. 

The Human Touch

Claimants crave the human touch, Forrester notes, perhaps after experiencing a traumatic event: a fire, flood, accident or loss, and this desire should prompt a rethink. 

It isn’t an argument against claims process automation, or AI features that speed up claims assessment, such as natural language document screening and virtual assistants, or data analytics that improve risk, fraud and post-claims reviews. 

However, the kinds of capabilities you may need to prioritize are the ones that enable your people to be more effective in delivering an empathetic experience and being more human. These could be where you make your efficiencies, speed up your processes and build trust and relationships that are profitable in the long-term.

See also: Designing a Digital Insurance Ecosystem

A User-Centric Approach

The end-to-end (E2E) claims process is clearly larger and more complex than simply the part the customer sees. This is a key reason why customers choose to call the insurer as well as communicating online. However, it’s not enough just to streamline and automate those internal processes. Insurers need to take a user-focused approach and prioritize and identify the areas that need investment.

The goal may be to bring greater transparency to opaque internal systems, or to dramatically improve and humanize the elements of the claims process that matter to the customer. You can then build the other parts of your services around the IT intervention in a way that supports and enhances the whole process.

For many insurers, the E2E process is held over multiple systems, with no single point where they can add value to a customer interaction. So, to enhance and free up staff to focus on the “golden moments” of the process will mean investing significantly in systems and processes in multiple areas. 

There is an alternative, however, and that is to design the E2E process by centering it on the user and aligning your business to respond quickly to changes in customer needs.

Move Fast, Fix Things

Amazon founder Jeff Bezos talks about a Day 1 philosophy, which is that the organization should always have an entrepreneurial, start-up mindset. This enables it to make high-quality, high-velocity decisions. The mindset also provides the flexibility to avoid a one-size-fits-all decision-making process, and the ability to pivot quickly. 

“You need to be good at quickly recognizing and correcting bad decisions. If you’re good at course-correcting, being wrong may be less costly than you think, whereas being slow is going to be expensive for sure,” Bezos advises. 

Incorporate Design Thinking 

A more human-centric, responsive and personalized approach could involve incorporating design thinking from the start, where you first empathize with the user and research their requirements; then define their needs and problems, create ideas, prototype your solutions and finally try them out. Design thinking could make the difference between presenting your customers with an opaque black box claims system, and one that is more interactive, transparent and customer-centric.

Adopt an Agile Approach 

Defining a new process up front and then trying to build it into everyday operations rarely works, and the customer needs are ever-changing. What works today may change in a year. Your approach must be able to respond to change, so you need an approach with agile thinking at its core. This is as much about a mindset and approach as it is about development techniques and technologies. 

Make Streamlined Decisions

At WORTH, one of the biggest blockers we find working with clients is the processes they use to make decisions. However, we find that when they are prepared to change their approach to decision-making, and perhaps incorporate multi-discipline teams, flatten their decision-making structures and empower individuals to decide and act, businesses are open to course-correcting and can take a transformed approach to innovation. 

Technology should always be a means to an end, rather than an end in itself. Let’s humanize the insurance claims process and take the industry to a new level of customer-centricity.

10 Ways Insurers Should Lean on OKRs

While the insurance industry has long played it safe, innovation is now accelerating as digitization is gaining ground in more business sectors and the pandemic has forced companies to rapidly adapt to new restrictions. “It’s highly likely that the insurance industry will change more in the next 15 years than it has in the previous 100,” says Mark Anquillare, chief operating officer at Verisk.

The industry would do well to rely more on what are known as OKRs — objectives and key results, which were developed as a management tool by legendary Intel CEO Andy Grove, championed by Google and explained to a broad business audience in venture capitalist John Doerr’s 2018 book, Measure What Matters.

In this article, I’m going to explore 10 ways that the insurance industry will lean on OKRs in the years to come. 

1. Digitization of insurance front-end processes: Digitization of customer-facing processes makes it easier for customers to access information, compare providers and accelerate the closing process. 

The slow progress of customer-centric innovation in the insurance industry is a huge problem. COVID-19 has accelerated the migration of customers to digital channels. In response, insurers will more than likely rely on OKRs to efficiently execute their digitization initiatives before they lose customers to providers that have already digitized their customer-facing processes. Innovative companies like Lemonade, which has prioritized the digital experience of customers, have taken a lead in this charge.

2. Process (specifically speed of process) is becoming critical: Customer onboarding, underwriting, policy administration and claims are key processes in insurance. As customers become accustomed to a digital experience in nearly every vertical – from retail to media and entertainment, and even education and healthcare – their expectations have only grown.

Slow manual processes are not going to cut it for the modern-day customer. A few insurance leaders have already anticipated this necessary change and adopted OKRs to plan for dramatic improvements.

See also: A Quarantine Dispatch on the Insurtech Trio

3. Customers want flexibility and an omnichannel experience: Today, insurers are multichannel — not omnichannel. However, channels must be integrated to provide customers with a single, seamless experience. 

Customers should have information consistency across channels to avoid confusion and grant them flexibility to access their important information in any way that is convenient for them. Customers should have the flexibility to navigate across channels easily. OKRs can be used to execute omnichannel projects and ensure that this important aspect of user experience is provided to customers.

4. Responsiveness will be a differentiator: The top requirements insurance customers have for their providers are to have safe and secure transactions, receive fast responses and claims resolutions and receive guidance on the right policies required to cover their risks.  

Because there are so many touchpoints for an insurance customer, it’s important for insurers to provide highly responsive service that feels personalized and sensitive. When people feel genuinely cared for during an ordeal or in their time of need, they are more likely to be satisfied, repeat customers. OKRs can be used to build and run responsive organizations.

5. Agent-customer interaction has moved digital: The pandemic has made digital engagement between insurance agents and their customers the default. This pandemic-induced shift has actually resulted in more frequent and efficient interactions. Customers still want empathetic personal service as well as accurate information about coverage types and policy options. 

Both potential and current clients need answers about policy restrictions and coverage availability and will seek personal guidance. Agents should be comfortable with digital communication and be able to answer these questions and help clients get the coverage that best meets their needs and budgets. OKRs should be employed to manage this shift to digital as well as the desired outcomes in agent-customer interactions.

6. Enterprise agility will be key: Agile organizations can quickly direct their people and priorities toward value-creating opportunities. With the disruption caused by digitization, changing customer preferences and pandemic-induced disruption, insurers with enterprise agility will be rewarded. OKRs can be a great framework to build enterprise agility and ensure that a company is keeping up with the developing needs and expectations of their customer base.

7. Role of ML/AI in claims: Claims processing can frustrate customers. Because claims involve forms and paperwork, the sense of urgency that customers feel might not be reflected in the process itself. However, insurers that use AI can now respond to customers quickly, ensuring that they get their money fast. Agents can use AI tools to assess coverage, communicate instantly via portal, create follow-up tasks and ultimately process claims in a vastly more efficient process. 

By reducing cycle times, insurers satisfy customers and can process more claims. OKRs are being used to manage this important work done by the team of data scientists and AI/ML developers. A machine learning application can be trained to analyze claims and place them into one of three buckets: pay, don’t pay or refer. In ML projects, machine learning tools are given a batch of historic claims to analyze and decide on — and then compare those results to those already delivered by the human underwriters. By making any changes needed, the algorithm should soon be comparable to the human decision-making process. 

8. COVID-19 will still play an important role: The insurance industry is generally well-prepared for major loss events. Still, a pandemic like COVID-19 can be quite demanding in various ways for insurers, payers, employers and investment managers. COVID-19 mandated insurance companies allow up to 90% of their employees to work from home. 

One of the biggest challenges for insurers during the pandemic has been the spike in customer contacts. Customers are flooding insurers with queries over what they may or may not be covered for, and to submit claims on travel insurance, critical illness, health coverage, business interruption or another issue. 

While service and call centers associated with life, health and retirement products are seeing significant increase in inquiries, other products such as auto have seen a significant drop in claims. This is a low-visibility environment for insurers. OKRs provide the agility for insurers to navigate the effects of COVID-19 in 2021 and beyond.

See also: P&C Insurance Is Losing Importance

9. Fraud detection will be important: COVID-19 has brought in a host of new types of frauds for insurers, including tele-medicine scams, dental provider frauds, disability claims and auto-related frauds. Insurers are using traditional fraud prevention and detection technologies. But they are also looking at advanced analytic techniques to better identify attributes and trends for new and emerging threats so they can develop controls to mitigate the risks. ML is being deployed to detect frauds. OKRs are being used by many insurers to execute these projects and monitor and mitigate fraud incidents.

10. Client referrals and retention rate will be key: Client referrals measure the number of new clients that were referred by existing clients in any given time. This will become a key metric to measure two important factors. First, how satisfied your existing clients are with your products and services. Second, how much of the company’s growth is organic as opposed to advertisement-driven. OKRs can help manage these outcomes by streamlining customer success and related processes.

Insurance is in the middle of a disruption being caused by an industry-wide move to digital processes. This shift has only been accelerated by the pandemic and rising customer expectations. Smart insurers are using OKRs to manage this disruption and emerge stronger with better operational efficiency through great execution and high-performance teams that are prepared to adapt to the changing industry.

Insurance and IoT: The Perfect Match

The modern insurance industry isn’t just about processing damage claims—it’s about helping clients avoid them altogether. The Internet of Things (IoT) is reshaping the way insurance companies operate, with huge possibilities for the future, arming insurers with a smarter set of tools to better serve their customers.

In this article, I’ll diving into a few cutting-edge examples of IoT in action within an insurance organization and where I see the industry going.

Usage-based and parametric insurance

Usage-based insurance is already benefiting from the IoT by helping insurtechs offer more accurate and individualized policies based on customers’ behavior and use of the insured object. In the motor industry, Discovery Insure’s innovative Vitality Drive sensor is an example of such use-based insurance. With an integrated, low-power, non-intrusive wireless device attached to the windscreen, connected to a mobile phone app and able to transmit core driving metrics, Vitality Drive tracks driving behavior and allows Discovery Insure to offer incentives and rewards for better driving.

Unsurprisingly, the system has detected a strong correlation between better driving habits and fewer accidents and less severe insurance claims. By encouraging better driving by aligning insurance premiums with the lower probability of accident claims, this type of use-based insurance helps both insurer and customer and improves road safety in general.

Parametric insurance is described by the Center for Insurance Policy and Research as “a type of insurance contract that insures a policyholder against the occurrence of a specific event by paying a set amount based on the magnitude of the event, as opposed to the magnitude of losses in a traditional indemnity policy.” In other words, a parametric insurance policy insures against an event, rather than against loss or damage of assets. This helps to bypass – or at least greatly simplify – the process of calculating potential losses and making policy adjustments after a claim; meaning that parametric insurance claims are processed and compensated much faster than indemnity claims.

The advent and growth of parametric insurance has close links to the IoT, with more sophisticated devices and better connectivity allowing providers to both calculate and compensate more effectively. This is especially true in the case of natural disasters, which have long been notoriously tricky for insurers.

Wakam (former La Parisienne Assurances), another insurtech, makes full use of the IoT to improve customization and automation. Both tailoring parametric policies to their customers’ needs and automating the claims process benefit from the capabilities of these smart devices. Wakam has gone further and has introduced a private blockchain platform to process and manage parametric claims. The combination of IoT and blockchain technology allows parametric policies to be generated and managed intelligently, based on global, connected event data, rather than isolated public or private events.

See also: Despite COVID, Tech Investment Continues

Avoid damage claims with IoT

Today’s insurance industry isn’t just about processing damage claims. It’s about helping clients avoid them altogether. Insurers can use the power of data to create a more secure, connected world. The next generation of IoT-based smart security solutions overcomes the shortfalls of earlier technology to provide connectivity at a cost-efficient price.

The potential of modern IoT is almost limitless: protect homes and businesses with security alarms that aren’t susceptible to jamming; recover stolen vehicles with powerful, reliable tracking systems; and react quickly to emergencies in the home or business with connected smoke detectors and real-time water leak detection. The overlap with insurance is obvious – IoT data provides a smarter set of tools for the modern insurance landscape.

Discovery Insure, for example, uses IoT to tackle a major problem in South Africa, where 48,306 vehicles were stolen in 2019. Only one in five stolen vehicles were recovered. The process was usually slow enough that thieves had time to dismantle stolen cars or ship them to the other side of the world. Even if the car was found, insurers might refuse to compensate the victim if there was no physical evidence of a break-in. But IoT sensors allow cars to be found even when they are hidden in enclosed or underground locations.

The future of IoT in insurance

From 2019 to 2024, the IoT insurance market is expected to grow 60%. The number of use cases for IoT devices within insurance will grow along with it, with more electronic devices entering the consumer and business marketplaces year on year. Traditional insurers are looking to the future and working on digitizing their offerings to move forward faster and with greater agility. According to the Global Insurtech Market report published in 2020, the pandemic has accelerated the digital transformation of industry, a driving force in the commercial introduction of IoT. Thanks to this IoT, insurance companies are being given more opportunities to revolutionize and grow than ever – but taking advantage of them will require forward thinking and adaptability.

Let’s Do More Than Create Faster Horses

Six years ago to the day, as I write this, I was a keynote speaker at a TINtech London Market conference with a brief to talk about e-trading and technology that asked: What are the new technologies that will affect people and process and stimulate innovation? Why is now the time to invest? What are the challenges to overcome? 

I start with this because it resonates strongly with what the InsTech London E-trading platforms challenges, opportunities, and imperative” paper now sets out to address, several years later.  

Delve deeper, however, as this paper does, and you see that, while progress has not been made as swiftly in our sector as it has in others, the encouraging reality is that a lot has, in fact, changed and even more seems to be about to change in what the paper describes as a “truly digital world that many of the consumers and businesses we serve are already inhabiting.”

The paper is, of course, a must read. For those with less time, you can head straight to the conclusions. Those who prefer edification with their morning coffee and sit back and listen to the excellent podcast with Robin Merttens and Mark Geoghegan. As a poor fourth, here is my brief summary of highlights:

  • The environment is more fertile today than ever before. “COVID-19 has acted as an accelerant of digital adoption and provided momentum for the adoption of e-trading, a belated burning platform,” and is smashing some long-held paradigms, not least about shoe leather and queues. “There is more recognition of the imperative for change; greater desire from within to deliver it.”
  • There needs to be an intermediate stage between digitizing what the market has today (slips, quotes) to help drive adoption, and then evolve to become a truly digital ecosystem. The intermediate phase will be the foundation to push on from. The digital evangelists in our market are crucial, but it is naïve for us all to think we can step straight into a full-on digital ecosystem. Electronic case files (ECF) eliminated the claims paper but did not fundamentally change the process. ECF opened the servicing bandwidth — previously, the speed of client service was directly attributable to the length of a claims broker’s arms! ECF gave the opportunity to make a significant change from old state, but it was an example of digitizing an existing process and not reimagining it in a digital landscape. Perhaps a case of “digital lipstick on a legacy pig,” to quote Robin.
  • Straight-through processing is still something of a dream, and much data remains sub-optimal. The data standards are too narrow, and more open-source standards must come to the fore. Connectivity is a big issue. Application programming interface (API) adoption will gather momentum once the building blocks are in place. There is “much work to be done to achieve the levels of system-to-system connectivity we need. The industry is well short of where it needs to be on defining data and process standards and on pooling the required knowledge and resources to define them.”
  • The stage is set for more innovative digital solutions to emerge. It is about being brave, and “the market cannot be a closed club if it is to succeed with connectivity.”
  • The big brokers’ influence is key – “the king makers.” The fear of disintermediation is nowadays overblown, but, with a traditional model of “customers to the left and markets to the right,” there is still a fundamental barrier. That is unsustainable and cannot be a continuing strategy, which is something more and more brokers now recognize. It is in and around data, analytics and insight where they can add real value far beyond the transaction. Algorithms will take over. They must, not least because customers like them. “If we fail this time round the most likely cause will be that the brokers sought to protect the status quo for a decade longer.”  
  • If the big brokers decide to push on, it will happen, and Lloyd’s has a huge role to play, too. Blueprint Two sets up an environment where “private enterprise can be the way forward for the market to adopt, and across multiple platforms.”
  • Consensus is a better way forward (the carrot) rather than imposition (the stick), but at some point compulsion must come. “A long-term free-for-all is unsustainable, and there will, as with any space race, be winners and losers over the medium term.”
  • The customer’s voice in ‘the future of insurance’ is not loud enough. The market needs to be bringing the customer inside the tent constantly. If we just concentrate on making life easier for brokers and underwriters, customers will build the solutions that suit their needs independently of us. A great example is Insurwave, the genesis for which was the growing frustration from AP Moller Maersk about the inefficient handling of its huge cargo account. The endgame of a genuine ecosystem involves all market participants, which must include customers. “Our customers are increasingly strident in demanding it.”
  • Traction has always been missing, but credible leadership is now starting to show up.
  • RIP, analog! “The influence of the analog era workforce is waning, and, as a result, the cultural barriers to adoption are declining.”
  • My personal plea: Allow the innovators and the technology specialists to now lead us forward. In doing this, we must not forget the other key members of the cast. In the past, we were hindered by a fundamental lack of actual brokers and underwriters being involved. Those that trade, brokers that broke and underwriters that underwrite. Gather the requirements at a trading floor level with active engagement from that community feeding directly into the innovators and technology partners. This is not to build consensus, but rather to be sure to surface the key issues and pain points that communities need technology to solve for. Imagine organizing a music festival without any reference to the bands headlining and their needs. Or designing a restaurant without involving the chef.  

See also: 4 Post-COVID-19 Trends for Insurers

In conclusion: We are in the risk business, yet we have been risk-averse. Let us take some risks now or, as Henry Ford would have it, we will forever just create faster horses. Or in our world, perhaps we will just end up with smarter slips. “Now we need to harness this collective will to get it done and take great care that we don’t jeopardize this historic level of enthusiasm,” and “we can’t build our future in an isolated echo chamber. It is a prerequisite that we understand what is going on in other industries and align our technology, products, and services with their requirements and interests.” Now really is the right time, and, to borrow from Macbeth, “if it were done, when ’tis done, then ’twere well it were done quickly.”

Digital Future of Insurance Emerges

I regularly communicate with a very large and diverse cross-section of the broad insurance ecosystem. and almost everyone expresses the same professional anxieties and frustrations. With regard to the business of insurance, very few have a clear view of the future, and for obvious and good reasons. However, I believe that several discernible patterns are emerging out of the fog of this pandemic and together they provide a fairly well-defined view of the future of insurance, leaving only the timing uncertain.

Digital Evolution

It’s a good bet that you are reading this article on digital media and that it was published in digital format. As overused and abused the word “digital” may be, it is mission-critical to every aspect of our industry. And, although the migration from analog to digital was already well underway in 2019, the arrival of COVID-19 acted like gasoline on a fire and accelerated the trend. Data by its very nature demands to be digitized to be useful, and no industry has more data than insurance. Technologies such as mobility, connectivity, imaging and artificial intelligence in all of its manifestations are useless in an analog environment. Paper is the enemy of efficiency, information and cost management.  

Claims Is a Major Beneficiary of Digital

No single area of insurance has benefited more than claims from the digital revolution. The “claim is the moment of truth” mantra is tiresome but truer than ever. As insurance fell victim to commoditization, and as advertising budgets became bloated, insurers turned to claim service to differentiate and promote their brands. But true claims excellence is only attainable through end-to-end claims process digitization. From first notice of loss automatically transmitted by connected sensors and devices all the way to claim payments made instantly and digitally, and for every step in between, digital solutions are being adopted and integrated into digital claims platforms at breakneck speed.

Digitization and Innovation 

If, as it often said, “data is the new oil,” then digitization is the refinery, storage facility, pipeline and the distribution network. Innovation essentially means connecting the dots, particularly the ones that others have missed and those that were previously unconnectable. Digitization enables the connection of “dots” – individual bits of information from myriad sources all strung together in an electronic chain to arrive at a critical outcome. That could be an insurance quote, an estimate of repair costs, the identification of a likely fraud and thousands of others, all of which are required to make, build, operate and maintain an insurance enterprise and partner ecosystem. And digital, next-generation technologies enhance an insurers’ ability to easily build a partner ecosystem, embed insurance offerings and enable an innovation culture.

See also: For Agents, COVID Means Digital or Bust

Digitization has enabled mobility and connected vehicle telematics, which in turn has spawned exciting cross-industry partnership products and services linking auto makers, insurers, information and service providers as well as drivers. The resulting rewards and benefits include hyper-personalized auto insurance products, services and rates for drivers, deeper engagement with vehicle owners and greater certainty of safe and proper accident repairs for OEMs, faster and better claims service for insurers and safer roadways for all of us.  

Similarly, digitization has enabled property insurers to develop and market new risk avoidance and claims services for connected homes, factories and businesses. Life, health and accident insurers are leveraging wearables and telehealth to drive meaningful customer engagement and potentially significant new revenue. 

Digital Communications and Customer Experience

A new universe of digital messaging platforms, chatbots, business texting, voice assistants and more has emerged and is in widespread and general use in commerce today, and the insurance industry has taken notice and is quickly playing catch-up. During a recent virtual insurance industry event, a SMA (Strategy Meets Action) survey of participating insurers asked about their interest in and objectives for digital communications and found that 83% consider it a vital part of the overall digital transformation strategy; 75% expect digital communications will help to improve the customer experience (CX). And who among us is not routinely conducting business through videocast – the ultimate digital/human interface? 

Accenture says that “CX is the new battleground for brands.” 72% of businesses say improving customer experience is their top priority, according to Forrester. And no wonder – Forrester found that each single point increase in CX can translate into tens of millions to hundreds of millions in annual revenue.  

In its “Digital Transformation: Powering the Great Reset” of July 2020, the World Economic Forum (WEF) states that as the world moves even more online due to the coronavirus pandemic – which has driven a 50% to 70% increase in global internet usage – the ability to serve customers on the digital channels they choose is no longer an option, creating what the WEF calls a “watershed moment for the digital transformation of business.”

Digital Disruption

The insurance industry has been a laggard in digital transformation, yet a new class of venture-backed startups has disrupted and refocused incumbents and exploited their weaknesses by leveraging new digital technologies. 

Specific legacy vulnerabilities and areas of opportunity for these well-funded startups have included new cyber risk and gig economy protection products, underwriting, administration and claims management. 

Applying many types of artificial intelligence (AI), including machine learning (ML), natural language processing (NLP) and imaging technology to fraud prevention addresses one of the industry’s most enduring pain points. 

Another intensely painful area is the claims process, which has long been a protracted, labor-intensive, inefficient and costly process and has hurt customer satisfaction, loyalty and retention. New technology offerings have come to market that streamline and compress the end-to-end claims process using AI and digital imaging to augment damage appraisals, track and report repair status, automate disbursements to policyholders and vendors and better engage with policyholders. 

See also: New Digital Communications

Insurance claim payments have always been slow and complicated, involving multiple parties such as other insurers, attorneys, healthcare providers, auto and property repairers and contractors. New digital claims payments systems have come to market to solve those challenges, and the rush to touchless and virtual claims processes, boosted by pandemic-driven consumer preferences for safer contactless transactions, is driving adoption of these systems.

None of these advances would have been possible without digitization. The future of insurance is starting to come into focus, and it is filled with exciting new digitally enabled opportunities for everyone involved.  

This theme will be explored in depth with industry CEOs and C-level speakers during The Future of Insurance USA from Reuters Insurance Events online, Nov. 16–18, 2020.