The entire insurance industry must be prepared to initiate support strategies that will aim to optimize the value chain and drive a fully autonomous model. Regarding external interactions, ie customers, consumers and the market, these strategies will not aim to replace already existing industrialized models because a project of this magnitude is not quantifiable for companies. . However, these new strategies will have to be seen as complementary in order to gain agility and responsiveness. Their capacity to innovate, to experiment thanks to the « Test & Learn » approaches, as well as to propose, will be more important and will guarantee a better proximity with the customer. In terms of internal management, a virtual overhaul of traditional insurance companies is expected to help anchor the phenomenon of digital in the habits of employees. How will insurance companies have to adapt to digital to ensure an efficient customer loyalty system?

 Reshaping the internal workings of insurance companies

Integrating a new corporate culture is not an obvious process to achieve. Many insurance companies regularly carry out reorganizations that make it possible to modify certain internal entities, due to the arrival of new employees or the change of manager. A re-modeling of insurance companies will not be an immediate and innocuous operation. What are the main changes that should be implemented?

– The change of corporate culture as a first step, which will be the basis of any new reorganization strategy

– The behavioral change of managers and collaborators who must assimilate the new modes of communication and interaction

– Significant changes in the objectives of the Marketing, customer relationship. These directions will be at the origin of the change of functioning of the companies, they will have to support the other directions in their adaptation to the digital.

– Support functions such as human resources and IT will also be put to the test considerably in the face of new recruitment targets for young people, for the simple reason that it is the young people who best master the tools and aims of the digital generation in which they were born.

– The design of new insurance solutions will also be upset because of the real need for transparency vis-à-vis the clientele. Accompany employees in change.  From a cultural and organizational point of view, this change could provoke in the insurance companies a lot of reluctance on the part of certain collaborators not wishing to change their work habits. Beyond that, it will be necessary to identify the problems and to accompany the people to respect a real step of driving the change. This support will include the establishment of relational platforms, animated and updated intranets, interactive spaces, virtual communities…

This set will create a new collaborative dimension and therefore a more active participation of employees. These internal virtual spaces will enable employees to be able to distinguish the real purposes of digital communication and thus be able to understand the expectations of the insured vis-à-vis the brand for which they work. Transparency will therefore be paramount in the relationship between customers and dedicated services in companies. A new challenge also analyzed previously will be the mastery of the web. The use of Web 2.0 technologies (social networks, forums, digital platforms) involve knowing how they work and the purpose of using these technologies by users.

Through the development of such tools in the company, employees will be able to learn about the progressive knowledge of digital culture. In the digital age, the intranets of insurance companies are moving more and more towards 2.0 tools. By implementing a unifying tool with Web 2.0 capabilities, organizations can also add value to the organization by improving performance to better share knowledge. In the continuity of what we previously said, new platforms are created to promote exchanges, collaborative work and thus strengthen links between employees.

The digital needs to assign a priority for the company to collect but also to process the information. The real purpose of the internal social network In general, it must be remembered that the social network does not have the same vocation as a social network playful like Facebook. The social network is not intended to entertain the employee as a social network dedicated to the public; it aims rather to enhance the collective efficiency and interactivity between employees. The interest is not the same, but the social network takes over certain elements of social networks for the public. It is particularly possible to create a profile for each user with the intelligence of skills, interests…