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WORLD
INSURTECH
R EP O RT
2020

2
TABLE OF
CONTENTS
Preface 3
Executive summary 5
Evolution never stops 6
A multiple-challenge black swan 7
Uncertainty demands a focus on critical priorities 8
Customer-centric BigTechs earn customer trust 10
The stakes are high, how will insurers ante up? 11
Innovation at warp speed 11
InsurTechs help to catalyze insurers’ crisis-mode digital transformation 12
As lines blur among insurers, competition intensifies 15
Increasing competition is whetting collaborative appetites 16
The golden mean between time, money, autonomy, and differentiation 18
A perennial capabilities dilemma: Should we build, buy, or collaborate? 21
Tomorrow’s industry frontrunners will adeptly synthesize innovative offerings 23
An evolving industry landscape requires fresh thinking and data-driven action 24
Partner with Capgemini 25
Methodology 27
Ask the Experts 28
Acknowledgments 31
About Us 33

World InsurTech Report 2020
Since 2018 when we launched the World InsurTech Report, our analysis and trend predictions have been sound.
Industry change has been fast and furious. InsurTechs have morphed from new-age competitors to maturing
collaborators. Tech giants and assorted challengers are zealously venturing into insurance territories. Innovation and
cultural awareness are at the top of everyone’s agenda.
Like you, however, we had little inkling about the black swan novel coronavirus that would heighten awareness and
significantl‒DHFWLQVXUHUVoSHUIRUPDQFHPHDVXUHPHQWVDURXQGFXVWRPHUHQJDJHPHQW$VORFNGRZQVDQGVKHOWHU-
in-place conditions blanketed countries, BigTechs emerged as consumers’ shining CX north star - taking over our
collective consciousness as trusted, crisis-ready pur veyors of food, 24/7 entertainment, facemasks, hand sanitizer,
and, in some cases, insurance.
The pandemic is forcing the industr ‒WRWDNHDQXQYDUQLVKHGORRNDWKRZLWFRPPXQLFDWHV&DQDJHQWVZRUNHHFWLYHO\
from home? Are insurance processes resilient to unexpected changes? Do policyholders receive caring ser vice? Is
WOW-factor digital experience the way to keep today’s time-strapped, multi-tasking insureds engaged and loyal?
Speaking of engagement, we are incredibly appreciative during this year like no other to have received seasoned
insight from a highly engaged Executive Steering Committee made up of leaders from the United States, Europe, and
Asia who represent insurance firms, InsurTech organizations, the influencer community, technolog‒SURYLGHUVDQG9&
investors. Committee members took time for one-on-one discussions that helped us to finalize report themes and
frame hypotheses for validation, as the‒VKDUHGUVWKDQGH[SHULHQFHVDQGWKHLUPDUNHWYLVLRQ7KDQN\RXIRU\RXU
invaluable support.
In addition to Steering Committee conversations, our 2020 report team inter viewed nearly 200 industr y executives
and heard incumbents sa‒WKDWIDOORXWIURP&29,D -19 was compelling them to fast-track digitalization. Meanwhile,
InsurTechs said they appreciate insurers’ growing demand for collaborative support, but it is pushing them to
acknowledge the urgent need to scale. And, our trend antennae perked up when more than 60% of sur vey
respondents said the‒DUHLQWHUHVWHGLQZRUNLQJZLWK%LJ7HFKUPV+PPP…
What does it all mean? Within an open insurance ecosystem, boundaries between incumbent insurers, InsurTechs,
BigTechs, and tech partners are blurring as participants work cooperatively to meet rapidly evolving customer
expectations and to thrive as traditional business models become redundant.
In previous editions of this report, we emphasized the importance of Inventive Insurer competencies. Today, they are
essential across high-impact areas such as crisis-proofing processes and enhanced digital experience.
Insurers across the globe will go into the upcoming strategic planning cycle faced with prioritization decisions that
force them to weigh trade-offs among time, profits, autonomy, and differentiation.
Nobody said it was going to be easy. The 2020 clarion call tells us that successful participants in the new insurance
marketplace will open their minds and cultures to fresh thinking as they leverage scalable platforms to prepare for the
unexpected.Anirban Bose
Financial Services Strategic Business Unit CEO
& Group Executive Board Member,
Capgemini
John Berry
CEO,
Efma
3
Preface

Exe cut iv e su m mary E xe cut iv e Ste erin g Comm it te e
G re g T a cchet ti
Sta te Au to
C IO & S tra te g y o ffi cer
Manish Shah Maje sc o
P re sid en t a n d
C hief P ro duct o ffi cer
Ramon Lopez USA A
V ice P re sid en t,
I n n ov atio n Jay WeintraubIn sur Te ch Co nn ect
C EO
Paul Tyler N ass a u F in an cia l G ro up
C M O
Stacey BrownIn sur te ch H art fo rd
F o under
Arnaud de Scorbiac I
S A I
I n ve stm en t D irect or
Sabine VanderLinden A lc hem y C re w
Co -f o under &
M an agin g p art n er Eric SibonySh if t T e ch n o lo gy
Co -f o under & C SO
Frank Desvignes A XA NEXT
Global Head of Open Innovation
Tim Hardcastle
In sta n d a
C EO
St ep hen B arn ha m
Met Life
A sia C IO
D ipak S ahoo
G en era li
R egio nal h ea d o f
T e ch n o lo gy - A sia
Sue C oult er
AIA
H ead o f
G ro up Dig it a liz a tio n
& I n n ov atio n
4
USA APAC EUROPE
Insurance firms InsurTech, Influencers, VC firms and TechnologSDUWQHUs 4

Executive summary
World InsurTech Report 2020
5
COVID-19 is significantlDHFWLQJLQVXUDQFHLQGXVWU customer engagement KPIs, as BigTechs define the CX north star.

ƒ A high-impact black swan event, the pandemic is forcing insurers to assess customer engagement
performance metrics.

ƒ BigTechs are earning even more customer trust b‒RHULQJUHVLOLHQWSURFHVVHVUHDOWLPHFULVLVUHVSRQVH
intuitive customer care, and digital experience (DX) with WOW -factor appeal.
Industry players are upping their game, venturing into under-explored territories,
and closelFROODERUDWLQJDWVFDOH

ƒ As incumbents fast-track their digitalization efforts, the‒DUHVHHNLQJVXSSRUWIURP,QVXU7HFKVZKLFK
translates into sudden demand and the need to scale up.

ƒ BigTechs and other non-traditional players are making their presence felt in the insurance industr y. More than
60% of the insurers and InsurTechs we inter viewed said the‒DUHLQWHUHVWHGLQZRUNLQJZLWK%LJ7HFKUPV.

ƒ Boundaries between incumbent insurers, InsurTechs, BigTechs, and tech partners are blurring as industr y
players explore new territories.
At last, insurance ecosystem participants are working hand in hand to improve the
capabilities necessarWRPHHWUDSLGO evolving customer expectations.

ƒ Inventive Insurer competencies will help the industr ‒EHFRPHPRUHHHFWLYHDFURVVKLJKLPSDFWIRFXVDUHDV
such as crisis-proofing processes and enhancing DX.

ƒ Strategic capabilit‒GHYHORSPHQWEHJLQVWKURXJKDOHQVLQZKLFKWLPHPRQH\DXWRQRP\DQGGLHUHQWLDWLRQ
trade-offs are weighed.

ƒ For insurers to remain relevant and to establish frontrunner impact, new competencies are essential as
innovative digital products and data-driven hyper-personalization take center stage.
Within the ever-changing insurance marketplace of the future, successful
participants will be those with an innovative mindset (and scalable platform) – able to react nimblE keeping ahead of trends and preparing for the unexpected.

Evolution never stops
Change is the only constant in life, and as the world
multi-dimensionally evolves, so, too, does the
insurance industr y. Over the years, the risk landscape
has been evolving, business dynamics have been
Figure 1. The evolving business landscape
Source: Capgemini Financial Services Analysis, 2020.
Evolving risk landscape
Evolving business dynamics Evolving customer preferences
Disruptive
environmental patterns Changing
customer
preferences
Seek
comprehensive coverage
Highly active
socially
New shopping preferences Seamless,
omnichannel access
Almost
everyone is digital
New business models New players
with bundled offerings
Changing business
environment
New medical and health concerns
Technological
advancements
Evolving social and
demographic trends
World Insurance Report 2019 World InsurTech Report 2019 World Insurance Report 2020
Macro trends have been driving change in the
insurance risk landscape. 1 And along with coping with
new and emerging risks, the industr y began to shift,
in recent years, to include new business models and
disruptive newcomers, which we covered widely in the
2019 World InsurTech Report.
2 In the World Insurance
Report 2020, Capgemini revealed the growing digital
adoption across generations and changes in customer
preferences.
3
Just as new dynamics were heralding a call to
industr ‒DFWLRQ&29,D -19 brought in a rude and
abrupt interruption and accelerated the evolution of
business dynamics.
Early signs of a hit in customer
retention and acquisition are
being evidenced as we witness
widespread job losses, wage cuts,
and business failures. This will
be exacerbated if the COVID-19
pandemic situation is protracted.
Today’s ‘new normal’ will likely be
tomorrow’s ‘'business-as-usual.'"
— Vighnesh Shahane,
Managing Director & CEO,
IDBI Federal Life Insurance Co. Ltd.
fluctuating, and customer preferences have been in
flux, as we discussed in detail in our latest editions
of the World Insurance Report and World InsurTech
Report.
1 Capgemini | Efma , “World Insurance Report 2019,“ Ma‒ 2 Capgemini | Efma, “World InsurTech Report 2019,“ Oct. 7, 2019.3 Capgemini | Efma, “World Insurance Report 2020,“ Ma‒.
6

World InsurTech Report 2020
A multiple-challenge black swan
The black swan event COVID -19 posed, on the one
hand, a life and health threat and, on the other hand,
kept ever yone locked down, forcing us to reinvent
business routines. And, for ever ything impacted by
COVID -19, there was a residual effect on associated
insurance policies.
How are incumbents managing business
continuity and customer engagement?
COVID -19 has sparked significant implications for
established insurers. Overall, the low-interest-rate
environment has adversel‒DHFWHGDOOLQFXPEHQWV.
On a positive note, incumbents are maintaining
business continuity. More than 90% of the traditional
insurers we polled for this report said they had acquired
capabilities to conduct business remotely.
Of concern, however, are customer engagement
challenges that haven’t gone away. Insurers told
us their customer engagement KPIs were affected
because of COVID -19.
Figure 2. Insurers that believe COVID-19 has impacted customer engagement, %4
Sources: Capgemini Financial Services Analysis, 2020; World Insurance Report 2020 Executive Interviews, 2020.
New customer acquisition 57%
61%
Customer service
and touchpoints Customer retention
50%
49%
29%42%
Insurance firms in April 2020
Insurance firms in Jul0
The takeaway? Ineffective customer engagement
during a crisis may jeopardize policyholder loyalty and
trust and adversel‒DHFW1HW3URPRWHU6FRUHV.
Insurance firms are focusing on their digitalization
efforts to better engage with their customers and to
improve their operational efficiency.
Innovation is more important to
the industry than ever. Yet, we
know that every carrier is under
incredible cost pressure that
impacts their regular business, not
to mention today's low-interest-rate
environment. The critical challenge
before insurance firms is how to
meet the needs of their customers
and sales channels."
— Paul Tyler,
CMO, Nassau Financial Group
7
4 Question: How is the COVID-19 health crisis affecting your organizational KPIs within the following parameters? Rate on a
scale of 1 to 7, where 1 = No impact at all, and 7 = Very high impact. The figure reflects ratings higher than 4.

Challenges and opportunities for
InsurTechs
Incumbents’ forced and sudden enthusiasm for
fast-tracking digitalization efforts is translating into
opportunities for InsurTech firms. However, InsurTechs
face a time crunch to deliver up-to-the-minute
solutions while managing the sudden demand to scale
up – all while working to retain investor trust.
Overall, COVID -19 has underscored gaps around the
technology, systems, products, and processes of both
established insurers and InsurTech firms. As might be
expected, the unpredictability of 2020 is prompting
the industry to restructure products and processes to
be resilient during future crises.
With the impact of COVID-19,
insurers need to refine their product
pipeline and reprioritize their
project roadmap – as some projects
that were not a priority before are
critical post COVID-19. Also, insurers
should react at the right speed to
mitigate the challenges ahead."
— Frank Desvignes,
Global Head of Open Innovation,
A X A NEX T
COVID-19 has accelerated a trend
that already existed, making it
mandatory for companies to evolve
towards real digital business
models requiring excellent customer
experience. The adoption of digital
and distance selling is going to pick
up the pace."
— Thomas Esclavard,
Head of Beyond Insurance |
Health Vertical Integration,
A X A Seguros
Today's global health crisis has
amplified the need for incumbent
insurers to accelerate digitization
efforts and instill technologLQWR
processes to improve customer
experience."
— Christophe Bourguignat,
Co-founder, COO,
ZELROS
Uncertainty demands a focus on
critical priorities
What do customers expect, and how does it affect
insurance industry participants?
Real-time response - Policyholders expect fast
service and responsiveness ranging from quick,
hassle-free claims processing to immediate answers
about coverage specifics. Delays or inaction
erode confidence.
Insurance-as-a-utility - Today’s policyholders say
the‒ZDQWWLPHH[LEOHFRYHUDJHRSWLRQVWKDWDOORZ
them to pay only for that period of use. They also
want to be rewarded for positive behaviors that can
reduce the frequency and severity of claim incidents.
Visionar ‒LQGXVWr ‒SOD\HUVDUHH[SORULQJDQGRHULQJ
pay-per-use products, such as on-demand or usage-
based insurance. These traditionally have been the turf
of P&C carriers, but we see life and health carriers also
innovating here. Crisis-proof processes
- Customers need insurance
firms the most during crises. When unusual things
happen, they want reassurance that they are covered
and access to critical ser vices such as claims. Insurance
firms should ensure business continuit‒DQGUHJXODU
communications during crises.
Caring partnership - Customers expect empathy
from insurance firms. The‒QHHGWKHLULQVXUHUVWRFRPH
up with proactive initiatives to express their care for
customers when they are anxious over policy aspects
or in pain/distress due to a crisis. Insurance firms
should be empathetic towards the customers and
establish an emotional connection with them.
Digital experience (DX) - Within today’s fast-
changing business environment, insureds want
access to offerings at an‒WLPHIURPDQ\ZKHUHDQG
through a variet‒RIFKDQQHOV&XVWRPHUFHQWULFUPV
are meeting policyholder expectations by building
intuitive self-service options that feature anytime,
anywhere access.
8

World InsurTech Report 2020
Gradually insurers are realizing
the importance of an emotional
connection with customers,
irrespective of COVID-19. Reaching
out to customers at different life
events, making sure their claims
experiences are good, being a
resource for authentic information
and help — these are the underlying
imperatives of being a caring
i n s u r e r."
— Dipak Sahoo,
Regional Head of Technology – Asia,
Generali
The incumbents and InsurTechs we talked with were
in sync about key focus areas for policyholders in
a post- COVID -19 world. Responses revealed that
both established insurers and InsurTechs prioritized
crisis-proofing processes as well as DX improvement.
Notably, however, firms were less enthusiastic about
the importance of new business models (insurance-
as-a-utility), which may eventually merit serious
consideration.
Figure 3. Incumbents and InsurTechs align on the importance of key focus areas 5
Source: Capgemini Financial Services Analysis, 2020; World Insurance Report 2020 Executive Interviews, 2020.
Responding in real time
Crisis-proof processes
Insurance-as-a-utility
A caring partner
Digital experience 87%
90%
70%
86%
94% 85%
91%
74%
79%
89%
Insurance
InsurTech
Customer expectations are evolving,
and today they expect a BigTech-
like experience. A ramification of
unmet expectations is customer
attrition. Policyholders will switch
firms in search of convenience and
better customer experience."
— Greg Tacchetti,
CIO & Strateg2FHU State Auto
9
5 Question: Considering the evolving business dynamics and the impact caused by COVID-19, how important are the following
factors for meeting policyholder expectations/for an InsurTech to meet customer/client expectations? Rate on a scale of 1–7,
where 1 = Not important at all, and 7 = Highly important. The figure reflects response ratings higher than 4.

Customer-centric BigTechs earn
customer trust
When it comes to customer experience (CX), BigTechs
have always been the shining digital stars. And,
throughout the global health emergency, they earned
even more customer trust by raising the bar in terms
of operational crisis handling. Consumers expect and
count on BigTechs for resilient processes, real-time
response, intuitive customer care, and WOW -factor
digital experience.
For example, spurred b‒&29,D -19, China’s tech giant
Tencent launched free online health consultation
ser vices via five online healthcare platforms through
WeChat.
6 Apple partnered with the Centers for
Disease Control (CDC) in the United States to launch a
website and app that allow users to screen themselves
for coronavirus symptoms.
7 Facebook Pay and
Instagram Shop are determined to win the loyalty of
merchants and home shoppers through easy-to-create
online stores and payment methods.
8
Insurers should focus on improving
customer experience on all fronts.
Even the surrender processes should
be as easy as possible. A seamless
surrender process will ultimately lead
to better customer satisfaction, and
somewhat paradoxically, even better
N P S s c o r e s ."
— Stephen Barnham,
Asia CIO, MetLife
I see BigTech firms as a guidepost
for the industry to provide superior
customer experience. All industry
players - Insurance firms and
associated ecosystem partners
should aspire to create BigTech-like
C X ."
— Sue Coulter,
Head of Group Digitalization & Innovation,
AIA
Figure 4. The COVID effect? Customer willingness to purchase insurance from BigTechs is rising
Source: Capgemini Financial Services Analysis, 2020; Capgemini Voice of the Customer Survey, 2016, 2018, 2020; Capgemini
Research Institute, Consumer Behavior Survey, 2020.
201617%
30%
36% 44%
2018 2020
JAN 2020
APR
6 CNBC
, “China’s giants from Alibaba to Tencent ramp up health tech efforts to battle coronavirus,” March 3, 2020.7 Diginomica , “Is the COVID-19 pandemic Big Tech’s path to redemption – and yours?” March 30, 2020.8 TechCrunch , “Instagram launches its redesigned Shop, now powered b‒)DFHERRN3D\q-XO 16, 2020.
Customers can’t unsee their BigTech
experiences
Whether subliminal or explicit, consumers’ superior
BigTech experiences are affecting the insurance
industr y – and ever y business in which success
depends on consumer confidence. With robust digital
expertise and a wealth of customer data, BigTechs set
the tone for defining the CX north star.
It should surprise no one, therefore, that policyholders’
willingness to purchase insurance from BigTech firms
has significantl‒LQFUHDVHGRYHUWKHSDVWIHZ\HDUV
How do you interpret the data? Today’s consumers
expect made-to-order fries (CX) along with their
burgers (products). And many are headed to a virtual
BigTech drive-through to get it their way.
10

World InsurTech Report 2020
The stakes are high, how will insurers
ante up?
Uncertainty has dealt a new hand to both incumbent
insurers and InsurTechs. The industry executives
we polled as part of the World InsurTech Report
2020 appeared laser-focused on their critical new
priorities. So, let’s take a look at some of their
resilience strategies.
Incumbents are all in!
Established insurers were confident in their ability
to establish crisis-proof processes (nearly 80% of
respondents) and in their efforts to be a caring partner
Wearable reduces risk of COVID-19 transmission from patients to medical staff
Poland’s largest insurer, PZU, sought to mitigate the spread of the COVID -19 virus from hospital patients to
healthcare personnel. It developed Life Band a wearable, to allow staff to monitor patients’ pulse and blood
oxygen levels remotely. The device also sends urgent alerts if a patient’s vital signs fall appreciably. Of 20 hospitals
PZU contacted regarding potential implementation, 19 were interested in the immediate use of Life Bands.
Source: Capgemini Financial Ser vices Analysis, 2020, Efma Database, accessed July 2020.
for policyholders (75%). However, when it comes to
real-time response, insurance-as-a-utility, and digital
experience, insurance firms are not confident with
their abilities.
Innovation at warp speed
Fast and furious digitalization and innovation have
become the post- COVID -19 norm for incumbents.
Around 60% of our sur vey respondents said that well
before these last few months, they had launched
in-house innovation teams. Around 30% of the
insurers we polled said they had gone so far as to
create a separate innovation fund or a digital spin-
off. French multinational insurance firm AXA created
startup studio Kamet as a developmental sandbox for innovative insurance and asset management
firms. A X A aims to launch, incubate, and build high-
potential entrepreneurial startups by supplying advice,
methods, structures, and financing.
10
Figure 5. Three out of four incumbents and InsurTechs believe their service is caring 9
Source: Capgemini Financial Services Analysis, 2020; World Insurance Report 2020 Executive Interviews, 2020.
82%
74% 79%
76%
68% 57%
75% 64%
79% 65%
INS
URERS
INSURTECH S
Responding in real time
Cris is-p ro of p ro ce sse s
In su ran ce-as-a-u tili ty
A ca rin g p artn er
D ig ital exp erie n ce
11
9 Question: COVID-19 has significantly affected most businesses, including insurance. How effective have various players been
in meeting customer expectations across the factors listed below? Rate on a scale of 1–7, where 1 = Not effective at all, and
7 = Highly effective. The figure reflects response ratings higher than 4.
10 AXA , “Innovation: Making a difference together,” accessed August 2020.

InsurTechs help to catalyze insurers’
crisis-mode digital transformation
The InsurTech landscape is vast. So in 2018, as part
of our inaugural
World InsurTech Report , we created a
categorization methodology based on the strength
of an InsurTech firm’s value proposition, impact on
customers, effect on insurers’ top and bottom lines,
ease of integration, scalabilit‒RIWKHLURHULQJDQG
on the opportunity costs of not partnering with them.
We found three overarching InsurTech categories:
Enablers, Distributors, and Full Carriers.
AI-based platform helps policyholders
make informed physician-selection
decisions
Singapore HealthTech startup DocDoc offers a
virtual network of physicians and hospitals to help
customers find qualit‒PHGLFDOFDUH2SHUDWLQJLQHLJKW
countries with more than 23,000 in-network doctors,
the firm combines AI functionality, telemedicine,
and digital third-party administrator services into a
single platform.
Business case: Healthcare costs across the globe
are on the rise. And in Hong Kong, medical inflation is
on track to increase more than 8% this year.
11 During
the COVID -19 crisis, the need to reduce healthcare
costs and drive positive outcomes became particularly
critical. Through a Hong Kong pilot program,
DocDoc sought to quantify its ability to deliver
superior CX while cost-effectivel‒VWHHULQJLQVXUHGVo
healthcare decisions.
Solution: DocDoc developed HOPE (Heuristic for
Outcome, Price, and Experience), an AI-based platform to help policyholders make informed decisions. It
works by collecting network doctor information over
500 data points to understand their unique expertise.
The HOPE platform analyzes the data points to match
patients with the best-suited physician based on
each individual’s medical needs. Personalized HOPE
recommendations help policyholders make quality-
and-cost-based choices. DocDoc and a Hong Kong
bancassurance provider tested the HOPE platform to
quantif‒LWVHHFWLYHQHVV.
Results:
All recommended physicians scored higher
than the median outcome and below the median fee
structure. More than 85% of participants in the pilot
test chose the doctors recommended by DocDoc,
resulting in an average 39% reduction of overall
medical costs. 72% of the policyholder participants
said they were delighted by the experience and were
willing to recommend it.
Source: Capgemini Financial Ser vices Analysis, 2020,
World InsurTech Report 2020 Executive Inter views,
2020.
Insurers need to change the way they
interact with customers. In addition
to being a claims/solutions provider,
firms should offer policyholders a
sense of ‘well being.'"
— Eduardo Guedes,
VP Technology and Operations,
Seguros SUR A
InsurTech categories
Enablers
Enablers are InsurTechs that
provide a software solution to
incumbents. They are attractive
partners for incumbents seeking to improve their technology
capabilities and optimize their current business model.
Distributors
Distributors are InsurTechs
that only dispense insurance
products. They enhance customer experience by empowering users
with more information and choices as well as potential price savings.
Full carriers
Full carriers are InsurTechs that both develop and distribute insurance
products. The‒UHSUHVHQWDVLJQLFDQW departure from traditional insurance models and may generate upfront
costs and challenges when it comes to integration into legacy businesses.
Source: World InsurTech Report 2018.
12
11 2020 Global Medical Trends Survey Report , Willis Towers Watson, Nov. 20, 2019

13
World InsurTech Report 2020
As incumbents prioritize digital transformation and
team up with ecosystem partners, InsurTech Enablers

are in high demand. Weather risk modeler Descartes ,
an InsurTech based in France, developed an image
recognition and machine learning solution so P&C
insurers can conduct remote claims assessment
inspections without staff support. GC&C , a subsidiar y
of global insurer Generali, leveraged Descartes’
remote claims assessment capability to develop a
parametric insurance product.
12
As social distancing takes a toll on in-person sales
efforts, Distributors are helping insurance brokers
conduct business remotely via digital platforms. For
example, Berlin-based newcomer wefox helps brokers
sync their calendars to schedule meetings and to
conduct consultations via the WefoxGo platform’s
video conference function.
13
When it comes to Incumbent-
InsurTech collaboration, focusing
on specific use cases is critical.
Experimentation for the sake of
experimentation tends not to
yield great results, but the right
innovation at the right place at the
right time can be a big win."
— Stacey Brown,
Founder, Insurtech Hartford
We came across several InsurTech
firms with a can-do attitude – true
digital enablers open to sharing
assets. However, incumbents should
be cautious in dealing with new
players without proven solutions
and products."
— Kristina Franke,
Senior Innovation Manager, Swiss Re
While InsurTechs launch innovative solutions, their
biggest challenge is sustaining business operations
while effectivel‒PDQDJLQJPRUHGHPDQGWKDQWKH\
have ever seen.
InsurTech priorities
• Scaling and industrializing new solutions while
hiring/onboarding staff to meet higher demand
• Growing market share while transitioning the
firm’s culture throughout the shift from startup to
scale-up.
As we assess today’s dynamic industr y indicators, we
believe InsurTechs that achieve sustainable success
will be those prepared to scale up quickly while staying
agile. These days, incumbents are looking for proven
solutions and are comfortable working with mature
startups, also known as scale-ups .
Collaboration will become more
prevalent, as some use-case focused
startups are specialists with best-
in-class solutions that attract a
large, diverse client base. Therefore,
insurance players that don’t offer
differentiating expertise - a secret
sauce - should be opened to partner
versus build."
— Arnaud de Scorbiac,
Investment Director, ISAI
Additionally, Full carrier InsurTechs are putting their
digital agility to essential use by quickly developing
new offerings and value-added ser vices that resonate
with today’s evolving customer needs. Japan’s first
licensed InsurTech startup justInCase rolled out
COVID -19-related health coverage in just five weeks
to significantl‒ERRVWLWVFXVWRPHUEDVH7KHPDWXUH
startup has promised to donate the net proceeds
from COVID -19 coverage – after expenses – to medical
institutions through Japan’s Red Cross Society.
14
Who holds the winning InsurTech
hand? Those that scale quickly and
efficiently
12 Reinsurance News , “Generali (GC&C) partners with Descartes on parametric insurance,” Ma‒.13 Reinsurance News , “Insurtech wefox launches broker platform amid COVID -19 concerns,” March 30, 2020.14 justInCase , “Insurtech justInCase Launches Simple COVID-19 Cover in Japan,” May 1, 2020.

How the InsurTech landscape stacks
up - the United States vs Europe?
Our experts examined both the US InsurTech space
and key markets in Europe to analyze broader
industry trends and study individual players in
terms of value proposition, business model, and
technology expertise. Here’s what we found
Both regions are home to a high proportion of
enablers
. However, in Europe, there is a higher
percentage of distributor InsurTechs than in
the United States, and there is a higher percentage
of full carrier InsurTechs in the United States than in
Europe.
Source: Capgemini Financial Services Analysis, 2020; The European InsurTech Landscape Study, Capgemini Invent, January 2020.
Figure 6. Enablers dominate both US and European markets, but distributors are more active in Europe and full
carriers are busier in the US
InsurTech categories based on their level of vertical integration
49% 55% 47%25% 4%20%
InsurTech landscape in Europe InsurTech landscape in the US
Enablers
Distributors Full carriers
14
Enabler InsurTech space: Technology and data
specialists dominate the enabler InsurTech space in
Europe and the United States. And, AI, data science,
and predictive modeling top the technology charts.
Around 51% of InsurTechs in Europe specialize in AI/
data science/predictive modeling, and in the United
States, it’s 43%.
Distributor InsurTech space: In the United States,
marketplace models/comparison websites and B2B/
B2C brokers dominate, and together constitute around
80% of the US distributor InsurTech space. In Europe,
B2C brokers and value-adding intermediaries stand
out and together comprise almost 60% of the EU
InsurTech distributor market space. When it comes to
value propositions, around 38% of distributor firms
in Europe focus on low cost, while 14% of US firms
specialize in value-added services. Full Carriers:
Competing on price is the primar y value
proposition of full carriers in Europe as well as in the
United States. The focus on low cost is exceptionally
high in Europe, with around 80% of firms citing low
cost as their value proposition, compared with 20% for
US firms. Interestingly, around 20% of European firms
and 11% of US firms specialize in on-demand/usage-
based insurance services.
Overall, more than 80% of InsurTechs consider
themselves to be potential partners for incumbent
insurance firms (in Europe, it is 96%). Enabler firms
with expertise in advanced technologies such
as AI, data science, and predictive modeling and
distributor firms knowledgeable about a variet‒RI
business models offer established insurers invaluable
complementary capabilities.
Source:
The European InsurTech landscape, The
InsurTech landscape in the US, Capgemini Invent 2020.

Insurance firms and InsurTech are no
longer two separate things. InsurTech
is about transformation of mindset
and business model for leveraging
technology for customer-focused
innovation in insurance. The boundary
between traditional insurance and
InsurTech is blurring, and every
insurer embracing the technology
and customer-first mindset can be an
impactful InsurTech."
— Manish Shah,
President and Chief Product Officer,
Majesco
Today, digitizing the business,
rethinking insurance, and coming up
with new products and services able
to address a multitude of changing
customers’ needs have become three
transformation pillars that digitization
leaders seek to deliver via low-touch,
friction-free, still hyper-personalized
offers. Shifting customer demand
has accelerated the arrival of market
entrants able to quickly deploy
human-centered design thinking
combined with disruptive technological
capabilities."
— Sabine VanderLinden,
Co-founder & Managing Partner,
Alchemy Crew
15
As lines blur among insurers,
competition intensifies
Incumbents with InsurTech mindset and spirit – Some
firms are creating digital arms and spin-offs to quickly
develop agile capacities that enable them to better
cater to customers’ needs. Insurer State Farm created
HiRoad to cater to the needs of drivers.
15 Ping An
Technology enabled Chinese insurer Ping An to
develop its technology backbone.
Innovative, digitally agile incumbents are poised for
success bolstered by strong regulator y expertise,
industry knowledge, and innovative DNA. In our
sur vey, we found that digitall‒DJLOHLQVXUDQFHUPV
are seen as the most significant competitive threat by
insurance firms.
InsurTechs that want to become a full carrier –
US-based InsurTech Hippo acquired the Spinnaker
Insurance company to transition its distributor
status.
16 Pie Insurance earmarked USD100 million to
purchase a licensed insurance company. 17
InsurTech full carriers expanding their presence –
Lemonade’s successful IPO, signals investor trust
in full carrier InsurTechs. Root Insurance expanded
its US geographic coverage and grew direct written
15 HiRoad website, accessed July 2020.16 Insurancenewsnet.com , “Hippo Acquires Spinnaker Insurance Company,” June 11, 2020.17 PR Newswire , “Pie Insurance Raises $127 Million in Latest Financing,” Ma‒.18 Business Wire , “Root Insurance Rings in 2020 by Celebrating Safe Drivers and Savings,” Jan. 13, 2020.19 Business Insider , “Amazon is launching car and bike insurance in India,” Jul‒.20 WeSure press release , “Tencent’s Insurance Platform, WeSure, Featured in Fintech Power 50 for 2020,” Dec. 18, 2019.21 Recon Strategy , “Google’s health insurance apprenticeship: some unicorns (maybe) but no masterpieces,” March 19, 2018.
premiums b‒PRUHWKDQ\HDURYHU\HDULQ
The firm also supplemented its coverage portfolio. 18
Technology players are collaborating with InsurTechs
– With an eye on the future, strategically focused
technology providers are augmenting their portfolios
thanks to acquisition or partnership with enabler firms.
For instance, Duck Creek partnered with cybersecurity
specialist BitSight to help commercial carriers evaluate
potential clients’ cyber risk. Guidewire partnered with
Shift Technologies to offer insurers real-time fraud
detection and claims automation.
Also, Majesco acquired InsPro , a US-based software
enabler providing an insurance administration
and marketing system for the life and annuity
insurance market.
BigTechs are making their presence felt in the
insurance space – BigTech players incrementally cross
the insurance space threshold, and, they are entering
via collaboration or investments.
Amazon secured a license to sell third-party insurance
products in India and is entering into auto insurance
via a partnership with Mumbai-based Acko General
insurance.
19 Tencent ’s WeSure insurance platform,
just two years after launch, has 25 million users, with
a 40% renewal rate.
20 Google in HealthTech firms –
Oscar Health, Clover Health, and Collective Health. 21
World InsurTech Report 2020

I believe the industry has reached
consensus that collaboration
between InsurTechs and incumbents
is the key to moving both businesses
ahead at an accelerated pace. And
as a result, the industry — together
with other ecosystem partners —
will move forward at a faster pace."
— Jay Weintraub,
CEO, InsurTechConnect
Figure 7. More than half of established incumbents and InsurTechs are interested in collaborating with BigTech
firms 23
Source: Capgemini Financial Services Analysis, 2020; World Insurance Report 2020 Executive Interviews, 2020.
Big Tech
fi rm s O
ther non-t radit ion al
fi rm s S
yste m
i n te g rat ors Other
non-t radit ion al
fi rm s B
ig Tech
fi rm s
In su rT ech
fi rm s T
ech nolog y
p rov id ers
Incumbent insurers
InsurTechs
S yste m
i n te g rat ors
67%
65% 65%
62%
3 8 %
In su ran ce
fi rm s
85%
83%70%
74% 67%O
th er
I n su rT ech fi rm s
T
ech no log y
p rovid ers
63%
16
22 Fintech News Switzerland , “Swiss Re and IKEA Launch Easily Accessible Home Insurance in Switzerland and Singapore,”
Feb. 19, 2020.
23 Question: How comfortable is your firm in collaborating with the following ecosystem entities? Use a scale of 1–7 where 1 =
Not comfortable at all, and 7 = Highly comfortable. The figure reflects response ratings higher than 4
Will BigTechs launch an end-to-end insurance solution?
That’s the billion-dollar question. If it does happen,
industry regulations and BigTechs’ lack of insurance
expertise are sure to impede fast market entr y. For
now, BigTechs are selectively investing in insurance
value chains that yield high RoI.
Non-traditional players are taking a game table seat
– More and more non-traditional players are offering
insurance for the products they sell. In early 2020,
IKEA , the Swedish designer of ready-to-assemble
Increasing competition is whetting
collaborative appetites
Industr y players were already keen to engage with one
another. And, while the usual partners – technology
providers, incumbent insurers, InsurTechs, and system
integrators – top the partnership list, interestingly
more than 60% of the insurers and InsurTechs we
interviewed said they are interested in collaborating
with BigTech firms.
InsurTechs, especially enabler InsurTechs, view
technology providers and system integrators as
the means to secure a more significant role in the
ecosystem. With support from tech providers and
system integrators, InsurTech specialists can help
insurers fill capabilit‒JDSVDFURVVWKHYDOXHFKDLQ.
furniture and home accessories, launched in the
Netherlands an online insurance product HEMSÄKER
,
through Swiss Re ’s digital platform iptiQ .
22 Te s l a ’s
automated, AI-driven underwriting engine gauges its
vehicles’ insurance premiums, which eliminates the
need for under writer expertise, and the firm is also
planning to hire actuaries.
Through proximity to customers and products, non-
traditional players can engage at multiple touchpoints
and respond effectivel‒LQUHDOWLPH.

World InsurTech Report 2020 World InsurTech Report 202017
Digital-first strategDQG
ecosystem partnerships boost
policyholders’ brand loyalty
Future Generali India Insurance Company (FGII) is a
joint venture between global insurer Generali and
Indian retail giant Future Group. FGII ser ves 2.3 million
customers throughout India.
Business objective: Intent on enhancing customer
experience and improving its Net Promoter Score (a
CX measurement tool to gauge customers’ willingness
to recommend a brand), FGII implemented a Digital
First strategy that included product and application
development and distribution.
Implementation: Future Generali followed a multi-
pronged digital-first strategy, including the adoption
of InsurTech approaches to provide a superior
customer experience coupled with innovation in
distribution to reach customers in non-traditional
insurance environments. It launched a range of sachet
insurance products (niche micro-insurance) – from
luggage insurance to COVID -19 coverage – at Future
Group’s large-format, high-footfall retail locations.
The sachet products are tangible, easy-to-understand,
small ticket-size products that are supported by
technology-enabled frictionless transaction capability,
resulting in innovation in the area of insurance
distribution by creating an insurance product category
in a retail environment. Insurance distribution
innovation was the result of an insurance product
categor y positioned within a retail environment. The
insurer also began collaborative partnerships with web
aggregators to distribute policies.
What’s more, Future Generali digitally equipped its
distribution network with tools for lead generation,
as well as training apps to help agents better assist
customers. The insurer empowered intermediaries to ser ve customers in real time at the point-of-sale
through its partner self-ser vicing portal. Agents can
instantly issue quotes, policies, raise service requests
and claims, and manage renewals. Sixty-eight percent
of the insurer’s agents have adopted the tools, with
~200K policies issued in H1 2020 alone.
Claim settlement is a moment-of-truth in insurance.
To settle all cashless claims promptly and seamlessly,
Future Generali launched an app to assess damaged
vehicles through live video streaming. Ser vice is
enhanced by a tab-based claims assessment system,
an application that enables the surveyor to manage
claims on the go and end-to-end from sur vey
to payment.
Future Generali has also embraced robotic process
automation, in which high-volume requests are
processed via input-measures without manual
intervention. The insurer also recently launched a
customer-facing mobile app featuring industr y-first
capabilities and a simple, intuitive customer interface.
Overall, Future Generali is ramping up CX at various
touchpoints throughout the customer journey.
Results:
After innovating at each value chain
touchpoint, nearly three-quarters of FGII customers
recommend the insurer to others. The insurer’s
Net Promoter Scores rose from nearly 40% of
policyholders in F Y 2018 to nearly 60% of customers
in F Y 2020. Future Generali has garnered industr y
recognition through multiple customer service awards,
such as The Medallia Exp‒$ZDUGVsDQGDQG
the Stevie Awards for Sales and Customer Ser vice –
2018, 2019, and 2020.
Source: Capgemini Financial Ser vices Analysis, 2020,
World InsurTech Report 2020 Executive Inter views,
2020.

The golden mean between time, money,
autonomy, and differentiation
In response to changing business needs, we drilled
down to determine which capabilities can help
insurance industr ‒SOD\HUVZRUNPRUHHHFWLYHO\
across high-impact focus areas.
During uncertain times, people
need relevant, personalized, up-to-
date, and coherent experiences
from insurers, especially via digital
channels. Hyper-personalization, as
well as human-centered design, are
fundamental to achieve that."
— Tim Hardcastle,
CEO, Instanda
Customer centricity
Firms seeking to understand and meet policyholders’
emerging needs are levering human-centered design
techniques. Let’s consider customers who say their
preferred communication channel is via agents/
brokers. For policy ser vice, this segment isn’t small -
21% of customers told us they prefer agent/broker
channels over automated channels.
25 In many cases,
COVID -19 has now left these policyholders with no
option but to use contactless ser vices. Insurers have
not broadly adopted human-centered design, but
without it, retaining customers may become tricky
over time.
Figure 8. % of firms believing theKDYHWKHFDSDELOLWLHVIRUWRGD's most urgent business needs 24
Sources: Capgemini Financial Services Analysis, 2020; World Insurance Report 2020 Executive Interviews, 2020.
50% or less 51%-75%Above 75%
% of insurers who have the capabilities
Responding in real time
Crisis-proof processes
A caring partner
Digital experience
29%
51%
54%
29%
19%
34%
53%
90%
35%
49%
Key focus areas for today
How the capabilities
relate to Inventive
Insurer competencies
Customer centricity
Human-centered design
Real-time data management
Robust cybersecurity system
Process digitalization
Touchless processes
Data- and insights-driven culture
Labs, incubators, and innovation hubs
Conducting business remotely
Open APIs
Cloud-native enterprise Intelligent processes
Product agility
Open ecosystem
Insurance-as-a-utility
What we found aligns closely with the Inventive Insurer

competencies identified in the World InsurTech
Report 2019. However, a status check indicates that
when it comes to reaching the golden mean , insurers
have much left to do.
24 Question: Where does your organization stand in terms of the following capabilities? Chart percentages represent those
insurers who selected the We are capable now option.
25 Capgemini, 2020 Global Insurance Voice of the Customer Sur vey, Feb. 2020.
18

World InsurTech Report 2020
To sustain our business growth and
maintain our industry leadership,
we are thinking bigger and bolder to
solve for the unmet needs of clients
today while anticipating the needs
of clients in the future. Innovation
is a critical component driving our
company strategy forward and
enabling us to develop personalized,
holistic solutions that deepen our
client engagement."
— Abim Kolawole,
Vice President, Digital Innovation,
Northwestern Mutual
Real-time data management is a vital customer-
centricity component. Insurers now have more data to
work with because policyholders are more willing to
share additional personal information. Real-time data
can be a boon to more authentic and higher-impact
customer engagement.
Intelligent processes
Social distancing has changed today’s workplaces.
Employees are working from home, and many use
personal devices to access work files. Nearl‒KDOI
of employees make cybersecurity errors that can
compromise a firm’s safety, according to a recent
study.
26 Within the prevailing scenario, a robust
cybersecurity system has become significantl‒PRUH
important. Firms recognize this and have cybersecurity
in focus.
A business process overhaul is long overdue. And now
more than ever, touchless and digital processes must
take center stage. However, identifying would-be
gaps in a holistic digital experience can be daunting.
A significant first step toward customer-centricit‒LV
a data- and insights-driven culture . Travelers, the
second-largest writer of commercial P&C insurance in
the United States, instituted a data culture program to
capture the right data, measure and track its quality,
and comprehend its connection to core business
processes.
27
However, insurers lag behind in intelligent process
initiatives. Fewer than a third of our survey
respondents said their systems are digital-ready, and
fewer than 20% have a touchless process in place.
Organizations’ adoption of a data- and insights-driven
culture is also sluggish.
Product agility
The ability to conduct business remotely is essential.
As necessitated by lockdown and social distancing
in man‒HFRQRPLHVPRUHWKDQRILQVXUHUVKDYH
developed this capability. In fact, remote work has
been so successful for US insurer Nationwide that the
firm plans to transition to a work-from-home model in
many regions permanently.
28 Insurers must develop new products swiftly and
deploy them at scale for emerging market needs.
Labs, incubators, and innovation hubs
can enable
organizations to identify, test, and scale new
opportunities quickly. Cloud-native , microservices-
based architecture to support rapid updates is
another success factor. Munich Re Specialt‒,QVXUDQFH
modernized its technology infrastructure via a digital-
first, cloud-native platform from Duck Creek.
29
Open ecosystem
Modern, open architecture platforms to facilitate
ecosystem collaboration and seamless integration
with new data sources or distribution models are now
a must for insurance industr y players. Worth noting is
that less than 40% of insurers have implemented open
APIs - a situation that can severely impede readiness to
collaborate with ecosystem players.
While insurers may lack some capabilities, experts are
ready to help. Specialists with demonstrated expertise
(technology providers, InsurTechs, system integrators,
and players in other industries) can step in to help
close efficienc‒DQGFDSDELOLW gaps.
26 Insurance Business America , “Nearl‒KDOIRIHPSOR\HHVKDYHPDGHF\EHUVHFXULW errors – report,” Jul‒.27 Forbes , “How Travelers Is Driving Data Democratization Across The Enterprise,” Randy Bean, June 9, 2020.28 PropertyCasualty360 , “Nationwide to make work-from-home permanent,” May 6, 2020.29 GlobeNewswire , “Munich Re Specialt‒,QVXUDQFHDQG'XFN&UHHN3DUWQHUWR'HYHORS6WDWH- of-the-Art Digital Platform for
Best-In-Class Service and Product Innovation,” May 26, 2020.
19

Cloud-native insurance platform
offers an all-in-one digital
transformation solution
New Jersey-based Majesco provides software and
technology ser vices for property/casualty, life, annuity,
and group insurance companies around the world.
Business challenge: To help its clients meet and
exceed policyholder expectations – and enable
speed to value as a digital insurer – Majesco sought
to develop a new insurance platform focused on CX,
business innovation, and technological leadership. The
new, cloud-native platform replaces the old paradigm
of the integrated suite of core insurance systems
focused on transactional processing by uniting core
insurance processing systems – policy, billing, claims
– with advanced digital and data/analytics capabilities
and third-party services delivered via application
programming interfaces (APIs) that will enable the
customer-led digital transformation.
Business objective: A legacy insurance approach
cannot survive in an on-demand world. Customers
who live in the moment through their devices respond
to offers that cater to their wants and needs precisely.
The emerging paradigm to ser ve these customer
expectations is a platform that solves customers’
immediate needs and shifts from a sales focus to
a buying focus. A next-generation digital platform
delivering agility, innovation, and speed was required
to keep the customers of Majesco clients engaged,
satisfied, and loyal.
Innovative strategy: Majesco’s innovation lab
focuses on insurance industry business solutions and
technology. Leveraging consumer research, InsurTech
community insights, and digital platforms outside the
industr y, the firm established a strategic direction
for a best-in-class digital platform. The small team worked in stealth mode to mitigate the temptation
to sell the offering before it was ready. Launched
in Ma‒WKH'LJLWDO1
st® Insurance platform
features a range of real-time, insurance-specific
capabilities in a microservices-based architecture,
a cloud-native platform that is pre-integrated with
and complements the insurer’s stand-alone core and
related system offerings.
Implementation:
For a line of business undergoing
digital transformation with customer journeys for
various personas – Quote & Buy, Policy Ser vicing,
Electronic Payments, FNOL – implementation takes
from eight to 16 weeks.
Benefits: The Digital1
st® Insurance platform enables
the rapid launch of differentiated customer journeys
for various personas, tapping into new channels
through an API ecosystem, and the development of
new-age insurance products. The all-in-one solution
also offers a marketplace of cost-effective pre-curated
partner apps that can be embedded dynamically to
optimize the overall customer experience.
Results: So far, 15 customers have chosen the
platform to accelerate their digital transformation
journey. The Digital1
st® Insurance platform is also
integrated with Majesco’s P&C and L& A Core
and Distribution Management solutions to help
insurers accelerate their digital journey. Customers
say that their focus on client-centric design has
improved because the Digital1
st® Insurance platform
provides pre-built insurance journeys with no-code
configuration tools. And built-in DevOps capabilities
enable test-n-learn MVP rollout.
Source: Capgemini Financial Ser vices Analysis, 2020,
World InsurTech Report 2020 Executive Inter views,
2020.
20

World InsurTech Report 2020
21
A perennial capabilities dilemma:
Should we build, buy, or collaborate?
The capabilities and solutions required to stand out in
the new industr y landscape are attainable. But should
firms build them in-house, bu‒IURPDVSHFLDOLVWRU
collaborate with an expert? A combination of the
three? What is the right mix?
We define the three approaches in terms of the
responsibilities the firm assumes. If an organization chooses to build a solution, it has to take the
responsibility of developing, maintaining, and
operating the solution. If a firm chooses to buy
a
solution, then it is responsible only for maintaining and
operating. In collaborate , the firm onl‒WDNHVRQWKH
operation of the solution.
Decide whether to build, buy, or collaborate after
thoughtfull‒ZHLJKLQJWUDGHRVDPRQJIRXUIDFWRUVs
time, investment, autonomy, and differentiation.
• Building a capability in-house requires the most
time and capital. Firms most poised for success
are those with an innovative culture and technical
know-how. Upsides include maintaining full control
and gaining a competitive advantage because the
solution can be uniquel‒GLHUHQWLDWHG,QKRXVH
capabilit‒EXLOGLQJPD not be a firm’s first choice
unless it’s an area in which it seeks to stand out
via differentiation, or no market solution fits
its requirements.
• Buying comes with its challenges, such as budget
impact, system compatibility, and the need for
technological competence within the firm to
maintain and operate the solution. Organizations
that buy a solution acquire capabilities the most
quickl‒DQGPD have the flexibilit‒IRUDGGLWLRQDO
enhancements.
• Collaborating with an expert is the fastest, most
cost-effective wa‒WRDFTXLUHDFDSDELOLW\,WLV
an approach some industr y players may want to
seriously consider countering the business impact
of COVID -19. The trade-off for lower cost and time
is a lack of autonom‒RUGLHUHQWLDWLRQsEHFDXVH
others could work with the same specialist.
We have to get faster at transforming
our business to make it more
simple, digital, and efficient. There
is no magic bullet to propel us
to immediate simplification and
digitalization. It always takes many
smaller steps – including some tedious
ones, to achieve success."
— Alain Theys,
CIO,
Allianz Benelux
First, formulate and focus on an
overarching digital strategy that
cuts across the value chain — from
quoting and buying through claim
adjudication. Also, when it comes
to digitization, insurers should have
a clear strategic vision across all
business lines."
— Ramon Lopez,
Vice President, Innovation,
USAA
Source: Capgemini Financial Services Analysis, 2020.
Figure 9. What’s the best approach to acquiring capabilities? Weigh these trade-off factors
Factors that can help you arrive at a decision Build BuyCollaborate
Time Lengthy
HighFull
Distinct Relative
High-Moderate Reasonable
Reasonable Immediate
Little
Limited
Limited
Investment Autonomy
Differentiation

Intelligent processesCustomer centricity
Human-centred
design Real-time data
capture and analysis
Smart, AI-driven processes
Hyper-personalization
Process
digitalization Touchless
processes
Labs, incubators,
and innovation hubs Insurance
marketplace of the future
Customer
data privacy
Open APIs
Data- and
insights-driven culture Robust
cybersecurity system
Conducting
business remotely
Build
Current state: Insurer with industry and
regulatory know-how, but lacking key capabilities Required state: Becoming an inventive insurer
Buy
Collaborate
Cloud-native
entreprise
Now
New
Product agility Open ecosystemNext
Continuous co-innovation Inventive
Insurer
Source: Capgemini Financial Services Analysis, 2020.
Figure 10. Now, New, Next: How and when to acquire key capabilities
In addition to the effectiveness capabilities we
identified across the four ke‒IRFXVDUHDV
fundamentals exist that closely align with a
company’s culture. Insurers may choose to develop
fundamentals internally and buy or collaborate to add
other capabilities. A firm’s innovative mindset and
strategic vision will prominentl‒DHFWWKHLUSODQDQG
development approach.
Today’s uncertainty necessitates swift action from
incumbent insurers to retain market share and
customer trust. But where to start? We slotted actions
under broad timeline umbrellas: Now, New, and Next.
• Now – Requires immediate attention from insurers
that lack those capabilities
• New – Good-to-have capabilities to slate for
development after Now capabilities have
been established
• Next – Insurers’ aspirational or targeted state
For instance, insurers driving hyper-personalization
goals will start with human-centered design and
then focus on acquiring real-time data capture and
analysis capabilities. Developing a data- and insights-driven culture merits
immediate focus because it enables organizations to
acquire and leverage other capabilities efficientl‒DQG
successfully. Cybersecurity is another immediate and
ongoing priority as a result of today’s fast-evolving
cyber-risk landscape. Insurers that digitize their
processes can move on to making those processes
touchless, without human intervention, with an end
goal of establishing smart, AI-driven protocols that are
digitalized end to end.
An immediate product agility priority is the capacity
to conduct remote business efficiently. Most insurers
are doing well on this front and are en route to cloud-
native implementation. Cloud-native enterprises have
a leg up when it comes to initiatives around developing
new solutions and capabilities such as labs, incubators,
or innovation hubs.
Open APIs allow insurers to participate actively within
an open ecosystem and to collaborate seamlessly
with other players. As ecosystem partners begin to
exchange customer data, the ability to ensure data
privacy will be essential.
22

What it takes to meet today’s most urgent business needs
Real-time responsiveness
• Enhance the ser vice rate of
existing channels
• Automate critical processes
such as claims processing
• Provide real-time support
Insurance-as-a-utility
• Offer usage-based products• Deliver policies on demand
Crisis-proof processes
• Establish alternate channels
for business continuity
• Scale operations quickly• Create a resilient ecosystem
Caring partner reputation
• Humanize digital channels• Offer discounts on premiums
Superior digital experience
• Empower agents with digital
tools
• Provide seamless anytime,
anywhere access
Sooner than later, participation in the insurance
marketplace of the future will require contributing
to new product and distribution paradigms. Product
agility and open ecosystem future states are
contingent upon continuous co-innovation. Innovation
- via a focused approach and through the ecosystem -
is now inextricably woven into insurance industr y DNA . Tomorrow’s industry frontrunners will
adeptly synthesize innovative
offerings
Acquiring the key capabilities mentioned in the last
section will enable insurers to synthesize innovative
offerings that are ver ‒FULWLFDOWREHLQWKHUDFHIRUWKH
winner of the future.
23
World InsurTech Report 2020World InsurTech Report 2020

24
An evolving industry landscape requires
fresh thinking and data-driven action
The industr y is changing, and no one should be left
behind. Sure, there’s uncertainty all around, as well
as a new open, collaborative environment. Customer
needs are in flux. And new players are turning up the
competitive heat.Fresh thinkers are laying the groundwork for success
now and into the future. Are your firm’s collective
mindset and culture in sync with the new trajector y?
Figure 11. New industry dynamics necessitate a new success mindset
Source: Capgemini Financial Services Analysis, 2020.
N
ew
p la ye rs
New
needs
N ew
e nv ir onm ent
Insurance
industry
IncumbentsBigTechs
InsurTechs
N ew in d ustr y dyn am ic s The ne w mindse t req uire d f or succe ss
Shifting from a focus on products to a customer-
centric approach will enable firms to provide
transparent and seamless CX, with intuitive processes.
By leveraging data as a critical asset, insurers can
unlock the full potential of customer information and
use it strategically to generate new revenue streams,
create value, and boost decision making.
The shift from capability and asset ownership to
shared access will help industr y players become
more efficient and will create higher value compared
with exclusive capability/asset ownership. Shared
access will encourage partnerships with specialists
versus building or buying capabilities ‒ to enable
firms to focus on their core competencies and deliver
better value.
The industr y is changing. Successful participants in the
new insurance marketplace will be the ones with a new
mindset – able to react nimbly to change by staying a few steps ahead of trends and preparing for the
unexpected.By doing so, they bolster customer trust –
the foundation of the insurance industry.
Compared with tech newcomers,
incumbents have a wealth of
experience in insurance products and
processes — and their customer base
and data sets are vast. If established
insurers exploit the new ecosystem
with an innovative mindset, they can
strategically compete in the game like
the new players. If they do, they will
have a significant advantage over the
new entrants.
"
— Eric Sibony,
Co -founder & CSO, Shift Technology
24

World InsurTech Report 2020
Partner with Capgemini
Accelerate operational improvements
with touchless processing through
Intelligent Automation
Today’s policyholders expect WOW-inducing CX
that’s accessible any time and on any device similar to
what they get from customer-centric e-tailers. And
insurers are looking for innovative ways to respond to
customers in real-time and with personalization.
So, what’s the hold-up Cumbersome back-office
operations, heavy reliance on manual work, outdated
methods, and legacy systems are all agility roadblocks.
End-to-end touchless processing or straight-through
processing (STP) line the path to the CX consumers
expect. No more waiting for days for an answer,
today’s policyholders want answers in minutes
or hours.
Capgemini delivers touchless processing solutions
based on our proficienc‒LQH[SHULHQFHLQQRYDWLRQ
automation/AI and IP, and state-of-the-art digital
business ser vices. We are committed to business
outcomes such as processing accuracy, customer
response times, and throughputs. We want our clients
to shift focus from operational risks to business-critical
activities and growth.
Our full Automation First transformational suite can
help you cost-effectivel‒DFKLHYHEHWWHUEXVLQHVV
outcomes. Our solutions quantifiabl‒LPSURYH
response times to prospects, policyholders, and
claimants with minimum human intervention so you
can deliver enhanced and holistic CX.
Let’s start with the digitalization of new business
processes across various structured and unstructured
data (from proprietar y and third-party sources) to
facilitate STP underwriting. What does that include?

Faster enrollment , thanks to efficient access to
more information
• New business underwriting automation to boost
responsiveness and productivity by eliminating
60% – 80% of manual processing ; and your staff
remains in the loop for critical decisions as we
process exceptions to deliver committed accuracy
and timelines Further, Touchless endorsement processing

leverages AI advancements, so your team understands
the intent and content of requests, and end-to-
end workflow is automated. Average handling
time, quality, and process scalability will improve.
Touchless endorsement eliminates unnecessary steps,
automates the input flow and reduces expenses by
40% to 60%.
What’s more, Capgemini’s commHUB designs,
generates, delivers, and manages proactive
omnichannel communications by using best-in-
class products that integrate seamlessly with your
ecosystem. With analytics and reporting to optimize
channel traffic and on-demand document generation,
it helps insurers stay connected with customers in real
time while providing engaging CX. Our commHUB
offers convenience, scalability, and transparency
to responsively maintain customer connection with
around 30% reduction in turnaround time .
Finally, at critical moments of truth, our Touchless
Claims offering transforms customer experience
by automating the claims process, weaving in
added value from a vibrant ecosystem of partners,
and offering a creative journe‒WKDWFDQVSDUNQHZ
policyholder behavior.
Treating human touch as an exception, our solutions
are developed to deliver the said benefits:

Reduce loss adjustment expenses and improve
claims outcome accuracy using the Touchless
Claims framework
• Enable insurers to institute a future-focused claims
operating model with a range of solutions across
the claims value chain and deliver up to 4% loss
ratio improvement
Capgemini’s portfolio also encompasses a broad
andcomprehensive ecosystem of partners to
deliver enabling and innovative services. We embed
InsurTech partners across the value chains for proven
capabilities that virtualize field activities, help
interpret external data, and offer decision-support
analytics. Our InsurTech initiative provides strategy,
research, insights, and data to accelerate our clients’
technological innovations and development of new
insurance business models.
25
World InsurTech Report 2020

Innovation Island Overview
Innovation Island is a cloud-based InsurTech container
that can help you innovate continuously to achieve
leapfrog growth within today’s competitive market.
With the power of cloud-computing technology,
Innovation Island offers a sandbox playground,
ecosystem simulation, and beta business creation
capabilities to enable insurers and InsurTech partners
to test, experiment and deploy new products and
ser vices rapidly and at scale. In practice, Innovation
Island sets the stage for agile product development
in a secure and convenient environment that brings
together a community of partners under the
Capgemini Innovation Initiative umbrella.
Agile product development platform
By providing a safe test-and-learn environment
where users freely explore and experiment with
several pre-selected InsurTechs and ERP partners,
Innovation Island enables agile product development
independent from legacy IT systems. Innovation
Island can expedite insurers’ digital transformation by
helping them clearly understand what an IT operating
model and tech stack must look like to achieve faster
time to market and improved scalability.Secure and convenient environment
Innovation Island is an isolated playground where
insurers and InsurTech specialists can be free from
worries about the security of their business and
customer data as they get to know one another and
experiment. Because it is a browser-based platform,
it can be easily accessed from any location and can
exist, if necessar y, as a stand-alone system outside an
existing IT infrastructure.
Through Innovation Island, Capgemini offers
insurers access to a pre-vetted network of vendor
and InsurTech partners and enables all ecosystem
participants to share knowledge, ideas, and
technology freely.
Understanding InsurTech strengths and open
communication among partners spur the innovation
mindset and attitude needed for success in today’s
dynamic marketplace.
26

Methodology
World InsurTech Report 2020 Executive Steering Committee
The backbone of this year’s report was a diverse group of senior executives from leading insurance firms,
InsurTech organizations, technolog‒SURYLGHUVYHQWXUHFDSLWDOUPVDQGLQGXVWr ‒LQXHQFHUV7KURXJK
brainstorming sessions and focused inter views, committee members played an important role in finalizing report
hypotheses and then validating the findings. The committee represented all three regions of the Americas, EME A,
and Asia-Pacific, which helped us to express the industr y’s unique global perspective
Scope and research sources
The World InsurTech Report 2020 draws from inter views with executives from traditional insurance firms and
InsurTech organizations, as well as from the 2020 global insurance Voice of the Customer sur vey, Capgemini’s
COVID -19 Consumer Sur ve‒DQG&DSJHPLQLoV&29,D -19 Executive Sur vey.
World InsurTech Report 2020 Executive Interviews and Survey
Insights from sur veys and focused inter views with more than 175 senior executives from leading traditional
insurance firms and InsurTech organizations. Research conducted during July –August 2020 covered 26 markets:
Argentina, Australia, Austria, Belgium, Brazil, Bulgaria, Canada, Croatia, France, Germany, Hong Kong, India, Israel,
Italy, Japan, Mexico, Singapore, South Africa, Spain, Sweden, Switzerland, the Netherlands, Turkey, the United
Arab Emirates, the United Kingdom, and the United States.
2020 Global Insurance Executive Interviews
Insights from focused inter views with more than 150 senior executives from leading insurance companies across
29 markets. Inter views conducted during Februar ‒s0DUFKLQFOXGHGPDUNHWVWKDWUHSUHVHQWWKUHHUHJLRQVs
Americas (North America and Latin America), EME A (Europe, Middle East, and Africa), and Asia-Pacific (including
Japan).
2020 Global Insurance Voice of the Customer Survey
In collaboration with primar ‒UHVHDUFKHUV3KURQHVLV3DUWQHUV&DSJHPLQLDGPLQLVWHUHGDFRPSUHKHQVLYH9RLFH
of the Customer Sur ve‒LQ-DQXDr ‒DQG)HEUXDr ‒0RUHWKDQLQVXUDQFHFXVWRPHUVLQPDUNHWVZHUH
polled. The sur vey sought to gain deep insight into the general behavior and preferences of customers and how
this shapes their attitude toward insurance.
Capgemini COVID -19 Consumer Surve0
In early April, Capgemini sur veyed more than 11,200 consumers across 11 markets (China, France, Germany, India,
Italy, the Netherlands, Nor way, Spain, Sweden, the United Kingdom, and the United States) to learn how COVID -
19 had affected consumer behavior in the financial ser vices sector. The sur ve‒FRYHUHGDUDQJHRIVXEMHFWVIURP
channel preferences to investment choices as well as customers’ views about how traditional banks and insurers
were handling the crisis.
Capgemini COVID -19 Executive Survey
The report also includes insights from focused inter views of 87 senior insurance executives of leading insurance
companies across 24 markets, which sought to understand the impact of the COVID -19 pandemic on business KPIs
across customer engagement, financial performance, and business sustainability.
World InsurTech Report 202027

Shiva Balasubramaniyan
Vice President, Innovation and InsurTech
shivakumar.balasubramaniyan@capgemini.com
Shiva Balasubramaniyan leads Capgemini’s
Innovation and Strategic Ventures initiatives by
collaborating with ecosystem partners (InsurTech’s/
HealthTech’s, Startup accelerators, Incubators,
Universities, Insurers). Shiva works to build strategic
partnerships with ecosystem partners and adjacent
industr ‒YHUWLFDOV HJ2(0V WRH[SORUHQHZ
solutions that leverage emerging technologies
and new business models. He is also a mentor and
advisory board member in InsurTech community.
Kiran Boosam
Solution & GTM Leader, Insurance BU
kiran.boosam@capgemini.com
Kiran Boosam leads Capgemini’s Insurance
solution and Go-to-Market Innovation. Kiran is a
P&C and life insurance expert, passionate about
automation and AI, and proficient in emerging
technologies for insurance business applications.
He brings together mobility, analytics, IoT, cloud,
and blockchain capabilities to address insurers’
needs.
Ask the Experts
Elias Ghanem
Global Head of FS Market Intelligence
elias.ghanem@capgemini.com
Elias Ghanem is responsible for Capgemini’s global
portfolio of financial ser vices thought leadership.
Elias oversees a team of consultants and sector
analysts who deliver wide-ranging strategic
research to address complex issues related to the
future of banking and insurance. He brings a large
expertise in effective collaboration between banks
and start-ups.
Ian Campos
Global Insurance Practice Leader
ian.campos@capgemini.com
Ian Campos is Executive Vice President and Head
of Capgemini’s Global Insurance Ser vices team.
Ian is an expert in core insurance transformation.
He has worked across the entire FS consulting
continuum — from strategy development to
operational management.
Shane Cassidy
Insurance Business Unit (BU) Leader
shane.cassidy@capgemini.com
Shane Cassid‒LV([HFXWLYH9LFH3UHVLGHQWDQG
Head of Capgemini’s Global Insurance Business
Unit. Shane has been at the forefront of digital
disruption and innovation for the Insurance market
for two decades, identifying and developing
solutions to address market disruptions with
a focus on driving predictable and measurable
outcomes for his clients.
Seth Rachlin
Chief Innovation Officer, Insurance BU
seth.rachlin@capgemini.com
Seth Rachlin is Executive Vice President, Global
Core Insurance Growth Leader, and Chief
Innovation Officer at Capgemini’s Global Insurance
Business Unit. Seth has over twenty years of
experience in innovation at the interception of
insurance and technology. He has founded and
taken two companies to IPO.
28

Lars Boeing
Principal, Capgemini Invent
lars.boeing@capgemini.com
Lars Boeing is an expert in Life and P&C insurance
for strategy development, reorganization, process
optimization, developing and implementing
organizational change management units for large
transformation programs, setting up Centers
of Excellence for intelligent automation, and
developing effective partnerships with InsurTechs
to bring the Inventive Insurer concept to life.
Kumaresan A
Project Manager,
World InsurTech Report 2020
kumaresan.a@capgemini.com
Kumaresan A has around ten years of experience
in technology consulting, business consulting,
and thought leadership with a focus on insurance.
Kumar is proficient in technolog‒GLVUXSWLRQVDQG
new business models and its applications for the
insurance industry.
Vikash Singh
Insurance domain Leader, Global FS Market Intelligence
vikash.singh@capgemini.com
Vikash Singh leads the Insurance Practice in
Capgemini FS Market Intelligence. Vikash has more
than 17 years of experience in market intelligence
and strategic analysis with a focus on the insurance
industr y. He has authored several thought
leadership pieces sharing his forward-looking
point-of-views.
World InsurTech Report 2020
29

For more information, please contact
Global
Ian Campos
ian.campos@capgemini.com
Seth Rachlin
seth.rachlin@capgemini.com
Stanislas De Roys
stanislas.deroys@capgemini.com
Australia
Manoj Khera
manoj.khera@capgemini.com
Mohit Jain
mohit.jain@capgemini.com
Susan Beeston
susan.beeston@capgemini.com
United Kingdom
Shane Cassidy
shane.cassidy@capgemini.com
James Kruger
james.kruger@capgemini.com
Kristofer le Sage de Fontenay
kristofer.le-sage-de-fontenay@
capgemini.com
The Netherlands
Jimut Basa
jimut.basa@capgemini.com
Cuno van Diepen
cuno.van.diepen@capgemini.com
Spain
Christopher Stevens Diez
christopher.stevens@capgemini.
com
Belen Molina Cabellos
belen.molina-cabellos@
capgemini.com
Carmen Castellvi Cervello
carmen.castellvi@capgemini.com
SE Asia
Ramesh Darbha
ramesh.darbha@capgemini.com
Sivakumar V
sivakumar.vankamaddi@
capgemini.com
Kimberly Douglas
kim.douglas@capgemini.com
Nordics
Kevin Jiang
kevin.jiang@capgemini.com
United States and
Canada
Shane Cassidy
shane.cassidy@capgemini.com
Satish Weber
satish.weber@capgemini.com
Keith Gage
keith.gage@capgemini.com
LatAM
Roberto Ciccone
roberto.ciccone@capgemini.com
Geovanni Alfonso Millan
geovanni.millan@capgemini.com
Japan
Hiroyasu Hozumi
hiroyasu.hozumi@capgemini.com
Masayuki Imazu
masayuki.imazu@capgemini.com
Italy
Daniele Di Maio
daniele.dimaio@capgemini.com
Michele Inglese
michele.inglese@capgemini.com
India
Kiran Boosam
kiran.boosam@capgemini.com
Ramesh Darbha
ramesh.darbha@capgemini.com
Kimberly Douglas
kim.douglas@capgemini.com
Germany
Gunnar Tacke
gunnar.tacke@capgemini.com
Thomas Hillar
thomas.hillar@capgemini.com
France
Thierry Loras
thierry.loras@capgemini.com
Olivier Hoarau
olivier.hoarau@capgemini.com
Belgium
Jan Verlinden
jan.verlinden@capgemini.com
Robert van der Eijk
robert.van.der.eijk@capgemini.
com
30

Acknowledgments
We would like to extend a special thanks to the insurance companies and individuals who participated in our
executive interviews and surveys.
The following firms agreed to be publiclQDPHG:
Ablera, AIG General Insurance Company, Ltd., Aksigorta, Allianz Benelux, Allianz, Compañía de Seguros y
Reaseguros, S. A ., Amodo, Aon, A X A Seguros, Azul Seguros, Baloise Insurance Belgium, BDM PL AC ARRO
TECNOLOGIA , Belfius Insurance, blau direkt, Blocksure, Boost.ai, Bradesco Seguros, BrokerCloud, Bsurance
GmbH, Compara.com.br, Concirrus Ltd., Daiichi Life Insurance, Inc., DocDoc, EasySend, e- GOR, ELEMENT
Insurance AG, EMS Claims Solution Provider, Equity Insurance Group, Ethias NV, Ethica Sigorta, Faktor Zehn
GmbH, fitinsur IO, FloodFlash, Generali Spain, Goose, Gothaer Allgemeine Versicherung AG, Gr1d Tecnologia,
GreaterThan, Harmoney, Hartford Group, HazardHub, Hepstar, Hepster, Hublio, ICICI Prudential, IDBI Federal
Life Insurance Co. Ltd., INSTANDA , iPill inc, JDC Group AG, justInCase, Inc., Kakau, Kasko, Lemonade, Liberty
International Insurance, LIC, LIFENET INSURNCE COMPANY, Linearity BV, ManuLife Financial, MAPFRE,
MAPFRE SEGUROS, Markel Insurance SE, mecubro, Minuto Seguros, MOONSHOT-INTERNET, MotionsCloud,
Northwestern Mutual, omni:us, P&V Groupe, Pagomed, Pier Digital, Pitzi, Planetun, Progressive Commercial,
Prudential Financial, Rokk3r Inc., Sagacify, SBI General Insurance Company Limited, Securex Vie A AM, Securex
Accidents du Travail Caisse Commune, Securex Risques Divers A AM, SegurCaixa Adeslas, Seguros SURA,
SulAmérica Seguros, sum.cumo GmbH, Swiss Re, thewave, Tokio Marine Seguradora S. A ., Vantik GmbH, Velox
Insurance Inc., Versicherungskammer, Viva Previdência, WeGroup NV, Wrisk, Zelros, Zuri, and Zurich Insurance.
We would also like to thank the following teams and individuals for helping to compile this report:
Elias Ghanem, Seth Rachlin, Shivakumar Balasubramaniyan, Vikash Singh, and Kumaresan A for their overall
leadership for this year’s report; Saurav Swaraj, Avinav Chowdhury, Vipul Mehta, Tamara Berry, and Dinesh
Dhandapani Dhesigan for researching, compiling, and writing the findings, as well as providing in-depth
market analysis.
Capgemini’s Global Insurance network for providing insights, industry expertise, and overall guidance: Shane
Cassidy, Ian Campos, Satish Weber, Alistair Benson, Andrew Caswell, Aruna Mahesh, Belen Molina Cabellos,
Christopher Stevens Díez, Eiji Yamada, Gunnar Tacke, Gustavo Leanca, Hiroyasu Hozumi, James Kruger, Jan
Verlinden, Jerome Buvat, Jordi Valls Ribas, Kiran Boosam, Krishna Kumar Shanmugasundaram, Lars Boeing,
Masayuki Imazu, Ramesh Dharba, and Roberto Ciccone.
Marion Lecorbeiller, Mary-Ellen Harn, Aparna Tantri, Sai Bobba, Mauch Brent, Unni Krishnan, Martine Maître,
Suresh Papishetty, Leena Joshi, and Ken Kundis for their overall marketing leadership for the report, and the
Creative Shared Services Team for report production: Kalasunder Dadi, Suresh Chedarada, Jagadeeshwar Gajula,
and Sourav Mookherjee.
Hannah Moisand, Boris Plantier, Anna Quinn, Mirka Tokarova, and the Efma team for their collaborative
sponsorship, marketing, and continued support.
World InsurTech Report 2020
31

32
COVID -19 and the Financial
Services Customer World Insurance Report 2020
Where are banks and
insurers on their digital
mastery journey? mastery Top Trends in Property and Casualty Insurance: 2020
Top Trends in Life Insurance: 2020 Top Trends in Health Insurance: 2020
Discover more about our recent
research publications
3232

World InsurTech Report 2020
About Us
Capgemini is a global leader in consulting, digital transformation, technology and engineering ser vices. The Group is at the forefront of innovation to address the entire breadth of clients’ opportunities in the evolving world
of cloud, digital and platforms. Building on its strong 50 -year+ heritage and deep industr y-specific expertise,
Capgemini enables organizations to realize their business ambitions through an array of ser vices from strategy to operations. Capgemini is driven by the conviction that the business value of technology comes from and through people. Today, it is a multicultural company of 270,000 team members in almost 50 countries. With Altran, the
Group reported 2019 combined revenues of €17billion.
Visit us at www.capgemini.com . People matter, results count.
A global non-profit organization, established in 1971 b‒EDQNVDQGLQVXUDQFHFRPSDQLHV(IPDIDFLOLWDWHV
networking between decision-makers. It provides quality insights to help banks and insurance companies make the right decisions to foster innovation and drive their transformation. Over 3,300 brands in 130 countries are
Efma members. Headquarters in Paris. Offices in London, Brussels, Barcelona, Andorra, Stockholm, Bratislava,
Dubai, Milan, Montreal, Istanbul, Beijing, Tokyo and Singapore.
Learn more: www.efma.com
©2020 Capgemini and Efma
All Rights Reser ved. Capgemini and Efma, their ser vices mentioned herein as well as their logos, are trademarks or registered trademarks of their respective companies. All other company, product, and service names mentioned are the trademarks of their
respective owners and are used herein with no intention of trademark infringement. No part of this document may be reproduced
or copied in any form or by any means without written permission from Capgemini.
Disclaimer
The information contained herein is general in nature and is not intended, and should not be construed, as professional advice or opinion provided to the user. This document does not purport to be a complete statement of the approaches or steps, which may var y accordingly to individual factors and circumstances, necessar y for a business to accomplish any particular business goal. This
document is provided for informational purposes only; it is meant solely to provide helpful information to the user. This document is not a recommendation of any particular approach and should not be relied upon to address or solve any particular matter. The text of this document was originally written in English. Translation to languages other than English is provided as a convenience
to our users. Capgemini and Efma disclaim any responsibility for translation inaccuracies. The information provided herein is on
an “as-is” basis. Capgemini and Efma disclaim an‒DQGDOOUHSUHVHQWDWLRQVDQGZDUUDQWLHVRIDQ kind concerning an‒LQIRUPDWLRQ provided in this report and will not be liable for an‒GLUHFWLQGLUHFWVSHFLDOLQFLGHQWDOFRQVHTXHQWLDOORVVRUORVVRISURWVDULVLQJ in any way from the information contained herein.
33
World InsurTech Report 2020

For more information, please contact:
Capgemini
insurance@capgemini.com
Efma
info@efma.com
For press inquiries, please contact:
Mar6DFFKL (North America and the Rest of the World)
Tel.: +1 212 551 4818
msacchi@we-worldwide.com
Bartu Sezer
(EMEA)
Tel.: +44 (0)20 7632 3861
bsezer@we-worldwide.com
Mary-Ellen Harn
(Capgemini)
Tel.: +1 704 359 7996
mary-ellen.harn@capgemini.com
Anna Quinn
(Efma)
Tel.: +33 1 47 42 67 71
anna.quinn@efma.com
Visit
www.worldinsurtechreport.com

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