This is the final installment in a series of posts, in which we describe the trends disrupting the insurance industry - and how Lean can help incumbents survive and thrive amidst the disruption. If you missed the first two posts in this series, start reading here.
This is the second in a series of posts, in which we’ll describe the trends disrupting the insurance industry - and how Lean can help incumbents survive and thrive amidst the disruption. If you missed the first post in this series, read it here.
If there’s a word to define the insurance industry today, it’s disruption. Tech-enabled startups are entering the market unburdened by legacy systems or mindsets, and challenging even the largest insurance companies with innovative strategies, products, processes, and customer experiences.
Much like what the financial world has experienced in recent years, new regulations are emerging to govern shifts in the market. The rapid emergence and convergence of new technologies is constantly changing the rules of the game - both for insurers and the regulators that govern them - making compliance an evolving challenge.
In addition to these external factors, a disruptive new type of customer is entering the marketplace: The modern consumer is tech-savvy, informed, and demanding. They want an omni-channel experience and a broader set of solutions beyond insurance - to enhance their life, not just protect against liability. They expect a seamless harmonization of digital and physical touchpoints, just as they experience in their other personal and professional contexts. These customers are looking for value - and they are willing to shop around to find it.
To remain competitive in a volatile market, insurers need to rethink their business models to optimize for delivering customer value.
In this series of posts, we’ll describe the trends disrupting the insurance industry - and how Lean can help incumbents survive and thrive amidst the disruption.
Enjoy this excerpt from the Lean Business Report. Download the full report here.
Part of the beauty of applying Lean to knowledge work is its versatility. Teams in every department — from Software Development to Organizational Development, IT Operations to Marketing Operations — practice Lean in their daily work.
The workflows, organizational structures, work types, and associated challenges for each of these teams play out in diverse ways. Lean has universal applications, but it’s not universally applied in the same way. There are, however, some overarching trends: Flow is top priority, Kanban is king, and WIP (work in process) is the most common metric.
What do you do when urgent work constantly interrupts planned project work? Time after time, you put down the project work so you can put out the fire. But then what happens to the prioritized work? It gets delayed. With the unpredictable nature of IT Operations work, it can feel impossible to hit deadlines for prioritized work -- which creates mountains of technical debt that add even more pressure. This creates an environment that is bad for morale and ultimately, unsustainable for keeping talented employees.
To balance prioritized and unplanned work, IT Operations needs a way to visually manage everything in one place -- to keep the entire team aligned while keeping work moving at a controlled, sustainable pace. Kanban helps IT Operations teams do exactly this. Read on to learn how IT Operations teams can use Kanban to improve predictability, helping them meet and exceed deadlines for important, prioritized work.