As the UK prepares to gradually reopen the economy over the coming weeks, all eyes now turn to how the (re)insurance industry will adapt to the ‘new normal ‘. While companies remain divided over whether the recent trend of homeworking will continue (HSBC boss Noel Quinn scraps executive floor at London HQ), two points remain clear:
Following on from our previous blog ‘Exploring Captive Solutions in a Hardening Market’ we decided to highlight the top three considerations to drive efficiency by controlling costs.
Recently formed captives often use third-party service providers to run their day-to-day business operations, including core activities such as claims handling.
While reviewing our recent White Paper “Captive Insurers - The Risks and Opportunities in a Hardening Covid-19 Market”, I was struck by the dilemma that companies face. Even without the unprecedented challenges to the market in 2020, corporate risk managers may feel that there is little they can do to rescue themselves from coverage risks and rising costs. Does technology offer a new way to handle these problems?
We are living in an unknown world at the moment.
Unknown for our day-to-day working life, unknown for our health, for our relatives , for our holidays and for our immediate future.
Unsurprisingly, the Future at Lloyd’s took centre stage at this year’s TINtech London Market event. Many were struck by the scale of the proposed changes and what these meant for the market as a whole. From the talks and workshops that I attended, I have picked two key changes that will not only innovate but may redefine how insurance professionals access the market.
In the optimistically titled film ‘2001’, Stanley Kubrick introduced a world where AI (in the form of the cycloptic HAL-9000) was entrusted with the critical functions of a spaceship. HAL was considered infallible by its human masters. However, confused by conflicting priorities and orders, this led to unexpected behaviour and conflict.
When Lloyd’s released ‘Blueprint One’ in September last year, it was broadly met with approval from the market. However, calling the document a blueprint overlooks a great deal of information which still needs to be shared with (and accepted by) the market. So, with the next document due at the end of January, what did the blueprint say and what should we expect?
One thing that often comes up, whether we are talking informally to market contacts, or engaged with clients and prospects, is the level of uncertainty around technology strategy.
Insurance managers and captive owners will recognise that building strategic partnerships is an essential part of their business, none more so than with chosen technology provider.
Electronic devices consume our lives. The extension of wifi-enabled "smartness" into all manner of devices has turned even a basic doorbell into a legacy system. These rapid advances in technology often put domestic and professional lives out of sync. Many of us will recognise greater utilisation of technology in our personal lives. Landlines, printers and the humble computer mouse are all a regular part of our office lives, but obsolete in our own homes.