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Connected Insurance: Delivering Value with a Customer-Centric Approach

Connected insurance, enabled by big data, the Internet of Things (IoT), and artificial intelligence (AI), is disrupting a major industry that is traditionally resistant to change. Insurance technology — or insurtech — is a vast field and incorporates the interconnected landscape of connected insurance with its three pillars: health, car, and home. Microinsurance comes as a transversal opportunity that can help close the protection gap on the one hand and allow carriers to propose customer-centric products and services aligned with client expectations and behavior on the other hand.
November 1, 2017 | Authored By: Andrea Silvello

Agile-Adaptive Voices from the C-Suite: Ginni Rometty, Former IBM CEO

Agility prepares us for our turbulent future. But how do we achieve enterprise agility in light of the magnitude of that turbulence and the overwhelming number of failed transformation initiatives? In this Amplify Update, we suggest that growing agile-adaptive leaders who are adventurous, inspiring, and, of course, adaptive is critical to success. We then seek to validate that assumption by listening to the voice of a former CEO of IBM. By understanding this brand of leadership, digital and Agile transformations can be more successful. However, lurking in the shadows of even the best agile-adaptive leaders are the formidable obstacles of rigid cultures, financial myopia, and performance hacking.
September 13, 2023 | Authored By: Jim Highsmith

Software-Defined Networks: On the Road to the Softwarization of Networking

Traditional computer networks are complex and very hard to manage. To express the desired policies, network operators need to configure each individual network device, one by one, either manually or with the use of low-level scripts. In addition to configuration complexity, network environments have to endure the dynamics of faults and adapt to load changes.
May 27, 2015 | Authored By: Fernando Ramos, Diego Kreutz, Paulo Verissimo

AI in the Financial Industry: A Pragmatic Perspective

Tom Butler and Leona O’Brien provide a timely perspective on AI in the financial industry. Their article provides a pragmatic perspective on the capabilities of AI and pours cold water on some of the hyperbolic claims made about AI and ML in the fintech and regtech space. The authors suggest a direction and guidelines for future research for AI to realize its potential in the financial services sector.
June 11, 2019 | Authored By: Tom Butler, Leona O Brien

Plan B: Linking Public & Private Governance Systems for Climate Change Mitigation

The authors conclude this issue of Amplify by analyzing systems for governing greenhouse gas (GHG) emissions in markets in the US. They argue that public-private partnerships (PPPs) have the potential to fill the void in market governance left by the failure of the government to enact comprehensive climate change legislation. The authors highlight the Science Based Targets initiative (SBTi) as a tool that provides companies and other organizations with the means to make specific, credible plans to achieve decarbonization. They argue that aligning PPPs with SBTi target setting would be an effective mechanism to accelerate carbon emissions reductions.
April 26, 2022 | Authored By: Sally Fisk, Michael Mahoney, Michael Vandenbergh

Banking’s Point of Arrival: 11 Questions to Consider for Long-Term Success

Arthur D. Little’s Ignacio Garcia Alves, Philippe De Backer, and Juan Gonzalez tell bankers in no uncertain terms that they cannot stall the shift to digital transformation. Legacy systems have been a major factor in this delay, but banks have a chance to come out ahead of fintechs — provided they have the right answers to 11 key questions.
February 14, 2023 | Authored By: Ignacio Garcia Alves, Philippe De Backer, Juan Gonzalez

Leveraging EA and IoT Synergy for Digital Transformation

Traditionally, EA has focused on delivering a set of guiding principles, frameworks, reference models, blueprints, and roadmaps to support operational ­excellence as well as strategic business and IT alignment goals. Today this focus is shifting toward lever­aging collaborative, agile, disruptive, and innovative approaches to executing EA practices for digital transformation. Like many thought leaders, I believe that in order to successfully implement a new change, a new EA must be pro­active and customer-oriented. This new EA must be innovative enough to deliver tangible business results more consistently and more frequently to capitalize on the IoT opportunity. EA and IoT together help enterprises to leverage their capabilities (people, process, and technology) while establishing mechanisms or conduits for the digital transformation.
May 10, 2016 | Authored By: Tushar Hazra

The Workplace Culture You Want

Culture is defined by the customs, arts, social institutions, and achievements of a particular social group. Workplace culture is the environment that you create for your employees. This includes the mix of organizational leadership, values, traditions, beliefs, interactions, behaviors, and attitudes that contribute to the emotional and relational environment of the workplace. The authors define six drivers that determine the culture of a workplace and provide insight on how these drivers interact to create an environment that is either enabling and energizing or toxic and debilitating, with an extended discussion of the perceived value of people and teams.
April 8, 2020 | Authored By: Steve McMenamin, Tom DeMarco, Peter Hruschka, Tim Lister, James Robertson, Suzanne Robertson

The Wallet Allocation Rule: CX as Value-Creation Strategy

A new breakthrough discovery — the Wallet Allocation Rule — is solving the CX metric and ROI problem and opening the door to strategic advances that elevate the role of CX for leading companies by changing the way we track metrics, understand key driver analyses, define marketplace differentiation, and develop strategies to win share of wallet.
June 18, 2018 | Authored By: Luke Wiliams

Big Data and Lean Thinking: Balancing Purpose, Process, and People

How do we ensure that we are getting the most from big data, cognitive computing, and whatever lies beyond, to improve the probability of making the right decisions, in the right context, and for the right reasons? We believe that lessons learned in over five decades of Lean Thinking can help guide us forward in this journey, and we will use examples from the financial services industry to illustrate them.
July 7, 2016 | Authored By: Karen Whitley Bell, Steve Bell

The Role of Culture in Decision Making

In a global setting, culture is an important facet of the decision-making process. To become a great decision maker, it behooves an individual to become educated about practices, values, and beliefs that are dominant in a culture and to understand others' frames of mind before making a decision. This recommendation inevitably suggests adopting an interdependent mindset.
September 30, 2014 | Authored By: Sharon Glazer, Tamas Karpati

Shared-Screen Experiences in 2025

Over the last decade, the growing adoption of personal devices has led to many people having their first and only computer experience on a phone or tablet. Over the coming decade, these devices will drop in price and proliferate, with a large percentage of the earth's population having more than one personal computer device (phone, tablet, watch, glasses, etc.). Unfortunately, the very devices that are designed to help us communicate and work better together are causing us challenges with in-person engagement. Human face-to-face contact has already been altered as a result of the constant distractions from our personal devices, breaking the social contract we have when we are engaged in a conversation with someone.
August 1, 2015 | Authored By: Neil Roodyn

When You Must Make Hard Choices

Some of us -- who tend to be leaders -- almost enjoy making decisions, but are such people better decision makers than others who are more deliberate? Not necessarily. Decisiveness is generally considered a virtue, but being decisive for its own sake can be as dangerous as protracted vacillation.
September 1, 2014 | Authored By: Paul Clermont

Mental Leaps: More, Faster, Better, Happier, and Innovative!

This article describes what had to be done in a company of 2,000 people across 10 countries to introduce agility. It summarizes the company’s shift in three areas: from methods and tools to principles and mindset, from resource efficiency to flow efficiency, and from scattered experiences to continuous innovation. You will notice in the emphasis on first changing the mindset.
June 25, 2019 | Authored By: Erik Schon
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