Insurers see automation as a major opportunity to improve performance, with many expecting gains such as faster processes, lower costs, and better service quality. However, results often fall short, with about one in three organizations failing to achieve their automation goals. Success depends on carefully orchestrating multiple elements, including building a strong pipeline of automation opportunities focused on clearly defined jobs, aligning incentives with automation outcomes, and establishing clear governance with accountable owners and targets. Insurers also need a structured approach to redesigning roles after automation so freed-up capacity is used productively and benefits flow to the bottom line.

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