Most claims teams bolt AI onto workflows that were broken before the technology arrived. Here’s what actually works, and what I learned building it. A few years ago, I got tired of watching the same audit cycle play out: weeks of file selection arguments, inconsistent reviewer standards, and findings that arrived too late to change…
Artificial intelligence isn’t new to insurance, but what’s changing is how deeply it’s being built into the way work gets done. McKinsey’s 2025 State of AI report notes that “more than three-quarters of respondents now say that their organizations use AI in at least one business function.” That’s real progress, but adoption alone doesn’t equal…
Let’s set the scene: In May 2024, Grant Thornton Australia made a bold move. After a year-long pilot, they permanently adopted a nine-day bi-weekly schedule essentially giving staff every second Friday off. No pay cuts. No drop in service. The secret? Smart use of generative AI, specifically Microsoft 365 Copilot. Here’s what happened: employees saved…
What was once hypothetical is now inevitable. AI is actively transforming claims processing, fraud detection, triage, customer engagement, and much more. For forward-thinking claims organizations, the challenge is no longer whether to adopt AI, but how to do it quickly, responsibly, and at scale. The property and casualty (P&C) insurance industry is no stranger to…
In our line of work, myths can be more dangerous than mistakes. They slow progress, fuel hesitation, and prevent claims teams from embracing tools that could make their lives easier and their outcomes stronger. Nowhere is that more true than with Artificial Intelligence. Despite proven use cases and mounting industry adoption, AI in claims still…
Addressing the Challenges of Accurate Data The integration of data analytics and predictive modeling into litigation management can revolutionize how insurers handle claims, especially considering some of the new technologies hitting the market. For years the focus has been on billing data to help manage counsel and litigation. This type of information provided some insight…
Good news! – claims departments are now flooded with great data.
Seems like great news doesn’t it. It is great news, or can be, if you’re using the data to help improve the operations, lower cost or predict the future. However, many firms aren’t using the data they have to provide valuable information for the operation. With the advent of more modern claim technology there has been a push to input more and more information about claims.
There are many elements to a well run claims department. As with many areas of business it comes down to people, process and technology. Good people will drive the success of any department and working with defined efficient processes, as well as technology tools that support the organization, are basic core requirements to any well run department. Specifically what people, processes and technology make up a good claims department is a subject for another day. Regardless every claims department should be using metrics, performing audits and have a business continuity plan in place as a minimum. Take our survey too and let’s see what companies are doing on these three.
In Leadership: The Change Process In Claims Requires A Different Approach, I put forth the position that changing a claims organization needs a new brand of leadership skill that does not usually exist in the traditional claims organization. In Part 2 on Leadership: Developing a Strategic Transformation Team, I addressed how to break from existing management process to achieve effective strategic results. In the final installment, I discuss how challenges around leading change make it beneficial to bring in strategic support to help achieve the desired success.
Breaking from the linear approach to management is the key to leading Strategic Transformation. A standard organization will have a head of claims and then a variety of department heads to manage each line of business. Depending on the company there may be additional senior managers to handle various operational aspects of the group, which may include support staff, call center, technology and data analytics. Under this method, projects get initiated and managed within the same linear organizational framework. The result of this approach is a development process built in a silo that limits input and understanding of possible interdependencies that may exist outside the framework. In this post we will explore further how a strategic transformation team is formed and can be effective.