Understand the drivers of change and how they impact you

Rapidly changing market and technological conditions are presenting insurers with an unprecedented range of strategic and operational challenges, and new and rigorous expectations from regulators and standards setters are making matters even more complex. These changes are driving the modernization agenda.

As a result, there will be increased demands on the finance, risk and actuarial functions, and potentially significant impacts to business strategy, investor education, internal controls, valuation models, and the processes and systems underlying each – as well as other fundamental aspects of the insurance business. Accordingly, insurers need more sophisticated financial reporting, risk management, and actuarial areas to address complex measurement and disclosure changes, regulatory requirements, and market expectations.

Regulation and reporting Information and analytics Operational transformation
Changes in regulatory and reporting requirements will place greater demands on finance, risk and actuarial functions. Stakeholders are demanding more information, and boards and the C-suite need new and more relevant metrics to manage their businesses. Those in charge of governance are demanding that the data they use to manage risk and make decisions be more reliable and economical.
  • Changing global and federal regulation (e.g., FIO, Federal Reserve oversight)
  • COMFRAME
  • Principle-based reserving
  • ORSA
  • Solvency reporting measures
  • Insurance contract accounting
  • Economic capital
  • Embedded value
  • Customer analysis and behavioral simulation
  • New product and changing underwriting parameters
  • Updated target operating models
  • Centers of excellence
  • ERM, model risk management and governance
  • New COSO framework
  • Controls optimization and efficiency studies

The importance of cross-functional collaboration

These change drivers, which impact every facet of the business – from processes, systems and controls to employees and investor relations – have significant overlaps and insurers cannot deal with them in isolation. But, in order to meet emerging challenges and requirements, simply adding new processes or making one-off isolated changes will not work. Systems, data, and modelling will have to improve, and the finance, actuarial, and risk functions will need to work together more closely and effectively than they ever have before to meet new demands both individually and holistically.

Timeline of new standards and regulations

All of this change is imminent: Over the next five years, leading companies will separate themselves from their competitors by fully developing and implementing consistent data, process, technology, and human resource strategies that enable them to meet these new requirements and better adapt to changing market conditions.

What’s at stake?

The insurers that wind up ahead of the game will excel at creating timely, relevant, and reliable management information that will provide them a strategic advantage. Legacy processes and systems will not be sufficient to address pending regulatory and reporting changes or respond to market opportunities, competitive threats, economic pressures, and stakeholder expectations. Companies that do not respond effectively will struggle with subpar operating models, higher capital costs, compliance challenges, and overall competitiveness.