You need individuals coming together that have a good business understanding of the activity or transaction that occurs at any given step of the process and then articulate that for IT to find the right solution.
In light of these three potential bottlenecks, insurers must resist the silo approach because process, content and data must mesh to drive operational improvements.
When you put these services out on the Web, you can also employ new rules that allow for better data gathering, and better data often equates to profitable business being written because the requirements are clear and the processes are defined.
Carriers have a lot more flexibility today in their choices to buy or customize technology to transform their operations.
Content is the third prong that insurers need to enterprise.
Often insurance companies buy applications on a silo-by-silo basis. They'll lack integration across processes or even similar systems. But we're now seeing the development of business process management philosophies or managing entire processes. That requires technologies to deal with the content that affects decisions along the process.
Predictive analytics allow advisors to more efficiently service and communicate with clients. Those [advisors] who don't leverage these tools will find their practices more expensive to run, as they won't be able to service a greater volume of clients as effectively.
Through a business module mapping exercise, business unites can pinpoint common functions in different areas of operations, which serves as the basis for a service-oriented architecture.
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