The Efficiency Mantra

September 4, 2012 – “Faster, better, cheaper.” That was the approach to development pioneered by former
NASA director Daniel Saul Goldin in 1992, and it became a mantra of
organizations across many industries. Over the past 20 years,
that approach has seen both success and failure. Its failures have led to
controversy, and even some ridicule. (“Faster, better, cheaper: pick any two.”)

Yet despite the challenges of successfully achieving this trifecta of performance, insurers are
targeting faster, better, and cheaper in their drive for underwriting efficiency.

“In their underwriting initiatives, insurers are focused on driving speed to market, making it easy to
do business with them, and reducing overhead and cost,” says Deb Smallwood, founder, Strategy
Meets Action (SMA).

According to SMA research, 88 percent of insurers are investing in some type of underwriting
transformation initiative. In its benchmarking studies, Ward Group found that near half of
companies reported that they were likely to replace their entire underwriting system.

Personal Vs. Commercial

Although the details of the underwriting process vary significantly between personal and commercial
lines, both lines of business share common efficiency objectives.

“Reducing the time from receipt of application to booking of premium is still a big goal for both
personal and commercial lines,” says Frank Petersmark, CIO advocate with architecture consultancy
X by 2. “Also, both verticals are focused on reducing the cost of underwriting. That’s a nice way of
saying, ‘if we have fewer people touching an application, it will help us reduce costs.'”
“Carriers are focused on making it easier for producers to submit business, expand the broker
channel, and to accept business from multiple channels as part of the same underwriting process,”
Smallwood says.

But achieving those objectives involves different journeys within different sectors. “In personal lines
it’s all about low-touch, no-touch STP (straight-through processing),” Smallwood says. “On the
commercial side, companies are doing it [STP] for small risks, but when you get into larger more
complex risks, [efficiency] becomes about streamlining the process, reducing handoffs, and using
automation to guide the decision-making process and create a platform for collaboration.”

According to Ward Group, high performers in personal lines had STP rates nine points higher in auto
and seven points higher in homeowners, as well as an underwriting expense ratio nine points lower
than at average companies. Top performing companies also update their technology more frequently.

“Even though high performing companies had newer policy admin systems than others, they were
more likely to be considering replacement than other companies,” says Jeff Rieder, partner, Ward

A policy admin replacement project is at the heart of improved underwriting efficiency at The
Dominion of Canada, which writes personal and commercial P&C. Under the company’s previous
policy admin system, every new business submission had to go to an underwriter review desk.

“We had a lot of manual work where paper was flowing between agents and ourselves. Paper was
really serving as the front end for the underwriting process,” says Steve Whitelaw, senior vice
president, business solutions, The Dominion.

“Once the paper was input, there was workflow automation, but the workflows were determined by
the system and were not easily configurable,” he adds. “Where there were processes that couldn’t be
handled by automation, such as exception-based referrals, we needed to handle them completely
outside the workflow, which introduced risk in the process and the requirement to have controls
around that process.”

The Dominion’s replacement project involves consolidating three different systems—two for
personal lines and one for commercial—to OneShield’s Dragon platform. Multiple application
systems used by brokers will also be consolidated into a single front end for electronic policy

“We wanted a solution that would meet the needs for both our brokers as well as our internal staff,”
says Derek Oke, senior information technology architect, The Dominion.

The insurer began the project with its Chieftan line of auto business, a simplified product sold
exclusively in Ontario. The Dominion targeted and achieved a 50 percent pass-through rate at
implementation, but plans to dial up that percentage.

“We can set different authority levels by brokers. Some brokers pass through higher percentages
than others. We’ll increase those percentages as brokers get more familiar with the system and we
can assess the experience of their business,” Oke says.

More Than STP

Although STP is a primary efficiency goal in personal lines, it’s not the only objective. “STP is just
one level of automation,” Smallwood says. “Carriers are realizing more and more how to use
automation to make it easier for underwriters to assess risk, facilitate information gathering, and
make the decision process more accurate and consistent.”

On business that Dominion underwriters still need to manually assess, the Dragon project has
helped the company reduce turn-time by 80 percent, primarily because the new platform handles
changes in real-time rather than overnight batch. Previously, each change could only be handled
individually and in sequence, meaning that the number of days a request would take to process was
directly tied to the number of changes being implemented.

“Today, the majority of time delays on applications that require underwriting review are due to
waiting on information from the broker,” Oke says. “The new system reduced the communication
and follow-up time significantly.”

Whitelaw credits increased efficiency and ease of use for brokers with a “significant” increase in new
business. Also, moving from a combination of multiple front-ends and paper-based submission
processes to a single, web-based system has made life easier on the underwriting department.

“We have all our business in one system, not a distributed system, and we consolidated data on the
back end. We can prioritize tasks, and the new interface lets underwriters enter the system and see
what is waiting for them to do,” Whitelaw says.

The insurer has also gained new management insight into the underwriting process. “Before, it was
hard to even measure productivity among our staff. Now we know when apps are submitted, where
they are, and how long they’ve been there. We can get much better metrics on changes that are taking
a while, how fast we are getting back to our brokers, and other statistics that had been manually
compiled before,” says Oke.

The Dominion also targeted control and compliance objectives. For instance, the insurer must
comply with a Canadian requirement to issue a policy document within 14 days of request and report
that information to the Ministry of Transportation, which maintains a database for the country’s
mandatory insurance requirements.

Under the previous manual process, backlogs in paper processing could cause that date to be missed.
Now, incoming requests are time stamped and prioritized, and automated controls and metrics have
been established around policy document production tasks. Adding and automating these controls
has helped The Dominion stay compliant and manage reputational risk.

“If a driver gets pulled over for a violation, the officer checks the insurance database. If the record
isn’t updated, the driver isn’t allowed to drive. If that happened because a request wasn’t handled
promptly on our end, our reputation suffers,” Whitelaw says.

The next steps in the project are to roll the Dragon system to the rest of The Dominion’s personal
auto business, which represents 46 percent of the company’s premium volume. By early 2013, the
insurer plans to have the system rolled into commercial lines, starting with its program managed

Commercial Lines

Straight-through efficiency has been a more elusive goal in commercial lines. “For smaller
commercial policies and business-owner policies, it [STP] is getting there. Never say never, but I
think we’ll be hard pressed in the near future [to reach the point] when mid-size or large accounts
will be underwritten straight though, no touch,” says Petersmark.

“In commercial lines you move quickly to a more complex product,” Whitelaw says. “There are some
efficiencies in personal lines that we just won’t be able to get on the commercial side because it
doesn’t lend itself to automated workflows. But with that said, the rules engines within the Dragon
system will allow us to manage the normal flow versus the exception flow more tightly as we look for
the opportunities to automate more.”

Technology initiatives to improve underwriting efficiency in commercial lines are focusing heavily on
consolidating information, facilitating collaboration, and providing decision and pricing support.

“Rather than having an underwriter go out to different websites and pull in information,
underwriting automation does that automatically, presents it to the underwriter, and helps the entire
process be more accurate and consistent,” Smallwood says. “Commercial carriers are also looking
outside the policy admin system itself to leverage various underwriting tools.”

In its move to improve underwriting efficiency, Preferred Concepts focused first on excess liability in
its umbrella line. “In small umbrella, it’s all about speed to market and efficiency,” says Christopher
Treanor, president, Preferred Concepts. “You can’t spend a lot of time underwriting a $5 million

Two years ago, the insurer looked to upgrade its underwriting platform that Treanor describes as
“antiquated and creaky.” Difficult for underwriters to use and lacking a web interface for retail
agents, the system did not handle exception processing well, resulting in applications being rejected
by the system only after the agent had first spent time entering all the application information.

As an MGA, Preferred Concepts sought an underwriting platform that would address these
limitations while also enabling better and faster collaboration among its own staff, its carriers, and
retail agents in the underwriting process.

“We wanted to take advantage of a more contemporary technology—to use screen sharing to see what
our customers [retail agents] were doing on their screens, and to use things like live chat to have an
interactive conversation with both our customers and carriers,” Treanor explains.

Preferred Concepts chose to replace its legacy system for umbrella with the FirstBest UMS
underwriting system. “A key feature of UMS was the ability to create a dynamic conversation loop
between the retail agent and insurer, where we can communicate to each when need be, in real time,
and in a way that shortens our cycle time and allows us to make decisions more quickly,” Treanor

The system has also provided a front end that consolidates information essential to the underwriting
process—loss data, exposure data, and external information. “You could get that data before, but you
had to go to five different places to get it. We wanted to be able to give our underwriters information
at their fingertips and in a single place,” says Treanor.

In addition to targeting its efficiency goals, Preferred Concepts has improved the underwriter-agent
relationship. “For agents, the UMS system is more transparent,” says Georgi Munger, vice president.
After agents enter application information, they can see which underwriter the account is assigned
to, follow up on any requests for information, upload documents such as loss runs received from
other insurers, and access additional information that is added to the underwriting file.

“It’s a more organized and efficient way for both underwriters and agents to look at their accounts,
collaborate, and manage books of business,” Munger says. Collaboration, information-sharing, and
rules-based decision support also lead to consistency in the underwriting process, which Ward
Group’s Rieder believes is a goal that rivals efficiency in importance among commercial insurers.

“In commercial lines, there is a strong focus on consistency in both risk selection and pricing.
Carriers and agents alike want to be sure that two underwriters looking at the same risk come up
with the same price,” he explains.

Preferred Concepts has also achieved efficiency gains in areas beyond the direct underwriting of
accounts. For instance, because Preferred underwrites on behalf of carriers, those carriers regularly
audit Preferred’s underwriting files.

“In the old days, we would have to physically pull files for the audit. Our carriers would come on site,
and they would sit and audit those files,” Treanor says. “Now, the entire process can be handled
online because they have access to all the same information we have. They can look at business
whenever they need to and watch us in real time.”

The Mess In The Basement

Some significant gains insurers have made in underwriting efficiency have come from the
development and maturation of external data sources used for underwriting analysis, predictive
analytics and modeling, and the integration of these sources with carriers’ policy systems for prefill
to trim manual data entry.

“Ten years ago when we started to do STP for auto, the sources weren’t as robust or refined. Now all
the MVRs, data fields, accident reports, and so on are readily available,” says Smallwood.
The biggest remaining impediments to making efficiency gains come from the systems within
carriers’ own data centers.

“Some carriers still have this mess in the basement,” Petersmark says. “The underwriting technology
is out there, but it’s often the case that over time, carriers have created many layers of complexity in
their environment. As a result, there’s not a smooth way of getting actionable information to the
underwriting front end to support automation or so that underwriters can use it. Some data is in the
legacy systems, some is in middleware, and some is generated from different front ends that agents
use to submit information.”

Ward Group found that, on average, insurers need 2.5 systems to get a complete view of the
customer and have 1.5 policy admin systems that are 10.9 years old.

Cleaning up the mess starts with the business process of identifying the kind of information that is
important to underwriters and facilitates their selection and rating of a particular risk. Then, the task
becomes staging, promoting, or otherwise making that information readily accessible.

“That’s easy to say, but hard for a lot of carriers to do because of the architectural challenges they
face,” Petersmark says.

Carriers must also contend with significant cultural challenges to underwriting efficiency initiatives.
“Underwriting has been happening at companies for a long time and in a certain way. When you
have experienced underwriters who are good at doing what they do, messing with that process can
incur their wrath,” Petersmark says. “There is definitely a delicate balance—how do you
accommodate those folks, or should you accommodate those folks?”

“Change management must include involving the underwriting department to understand that by
becoming more efficient, eliminating redundant tasks, and automating manual back-and-forth
processes, it will increase their effectiveness and allow underwriters to focus on more complex risk,”
says Smallwood.

The Dominion addressed cultural change through initial and ongoing communication and

“From day one, we’ve been telling people this isn’t an exercise to lay off people, this was a way to
make them more efficient,” Whitelaw says. “Also, by starting with a small line like Chieftain,
underwriters can see how automation will impact other lines we move into. They can see how they
will be able to spend more time marketing to brokers, training brokers on our product, and building
their book of business.”

Not Just Tech

Technology is at the heart of underwriting efficiency, but Rieder stresses that carriers must resist the
effort to pave the cow path.

“A common problem we see is that when companies have redundant processes, they put technology
on top of those processes rather than looking at what steps can be skipped,” he says.

Automation at The Dominion went hand-in-hand with a process reengineering effort. In one
example, The Dominion found that the staff was re-entering information into the claims system that
was already available in the policy system. The company created a new integration between the two
systems to automatically create a policy record.

“We recognized there was redundant and nonproductive work people were doing. It was our intent to
eliminate that work and repurpose those people,” Oke says.

“Our entire intake process itself was reengineered due to the elimination of paper in the process,” he
adds. “Because new business now comes through electronically from the broker, it’s a whole different
workflow. We expect that by the time the system is fully deployed, we could repurpose up to eight
full-time employees due to that efficiency alone.”

Ongoing Journey

Efficiency will continue to be top of mind for carriers in both personal and commercial lines, driven
by the need to bolster the bottom line and grow the top line.

“Insurers can become very creative in terms of product and pricing when they have automation tools
that can help bring on new risks with pricing precision. That’s important because the insurance
product itself is really a commodity. What differentiates an insurance company is the combination of
product, price, and service,” says Smallwood.

“Automation has already become table stakes in personal lines,” she adds. “In commercial lines, if
you don’t have a platform in place to support efficiency in risk assessment and pricing, you better
start looking or you will soon be at a disadvantage.”

Article provided by OneShield. Originally published by Preoperty Casualty 360; republished with permission.