As you reach step 4 of this business leadership series, we return to the idea that every business has several key constituents. And, importantly, these constituents all have a different focus.
Absolutely essential in your role as business leader is inspiring everyone involved in your company to achieve higher and higher levels of success by: creating the vision. After implementing part 1 and part 2 of this Business Leadership Series, you now have a solid understanding of the company, and should be ready to paint a picture of the future.
The second instalment of the Business Leadership Series offers a structured guide to go deep and get a good, close look at the current state of your organization from a number of different perspectives. Now that you’ve got a grip on the business model, based on part 1 of this series, and a high-level view of the organization, it’s time for a more detailed look at what’s happening.
I’m excited to introduce our latest blog series – this time, we’re giving a crash course on business leadership, geared toward intermediate level professionals. Imagine you were suddenly promoted from your current role to running the entire business – this series will provide a step-by-step guide and tried-and-true strategies for how to succeed and lead from the top. It also provides a great refresher for business leaders moving to a new organization or seasoned executives looking to get back to basics and direct their company toward an ambitious goal. We’ll help you understand how to run your profit and loss (P&L) center – and provide tactical steps on how you can do it successfully.
The new year offers a fresh start for everyone to set new goals and achieve new heights in their personal and professional lives. Life underwriters looking to get a jump on their career goals and refresh their knowledge can turn to our Underwriting Expert Series. With tips straight from industry experts, we unpack underwriting trends and challenges and offer a deep dive on the unique challenges that underwriters face.
Get ready for the year ahead by reading 16 articles that helped underwriters excel and underwrite with confidence last year:
The huge variety of products, special cases, and unique considerations that underwriters face every day make it an exciting but challenging industry to keep up with. Our expert series aims to make it a little easier by providing resources straight from industry experts on the topics that underwriters are facing now.
Critical illness (CI) insurance is an area that life underwriters face that can be complex and involve detailed review to get right. Karen McLeod, Senior Underwriter & Learning Specialist, shares her advice and top tips how to approach critical illness as a life underwriter.
Diabetes has been a longstanding area of interest for life underwriters. The Centre for Disease Control estimates that more than 30 million Americans have diabetes. The numbers appear to be rising, and it’s estimated that as many as 80 million Americans are living with prediabetes – the condition that typically leads to type II diabetes within five years. The numbers are impactful, especially since nearly 1 in 4 people with prediabetes are undiagnosed.
As much as technology promises to be a boom to the life and health insurance industry, our business is a still very much a people business. While Artificial Intelligence (AI) offers opportunities to streamline our risk management processes and improve the customer experience, the core of what we do is driven by humans handling complex decisions and nuanced interactions.
The insurance industry is undergoing rapid digital transformation fueled by the average consumer’s desire/willingness to engage online. In a study released by EY Global, 80% of customers said they were willing to use digital and remote channel options for different tasks and transactions.
Digitization has the potential to dramatically increase customer engagement at a lower price point – both perennial challenges for the industry. It also has the potential to improve the underwriting process, leading to a better overall customer experience. Nevertheless, digital transformation requires more than simply applying technologies to current processes.
