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SAP for Insurance

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Mobile technologies are radically changing many industries and they have great potential to transform the insurance industry. Indeed, according to recent research by The Economist Intelligence Unit (EIU), 62% of respondents see mobile as offering unique capabilities with the potential to change the insurance game1.

The reality is insurers are forging ahead with new mobile products and services for their customers. Usage-based insurance, one-off products, location-based recommendations, and health monitoring are just some of the new developments that are being pioneered.

But has anyone asked consumers what they want or are prepared to accept? It seems not. The same EIU research that found insurers to be bullish about mobile technologies also polled consumers around the world. And it found that insurers and consumers are somewhat at odds in their attitudes to mobile insurance.

Insurers see the benefits of collecting data about policy-holders, but consumers are not convinced. In fact, seven of 10 policyholders (70%) say they would be strongly or moderately concerned about their insurer collecting and using their personal information to personalize products and services. Almost as many (67%) would feel the same way about insurers collecting personal data to discourage risky behavior1.

What are the lessons for insurers? First of all they must be able to clearly demonstrate the benefits of collecting individual consumer data. The advantage may be lower premiums, more proactive healthcare, a lower risk of accidents, or complementary services. But, whatever it is, the consumer has to  understand the value they are getting for sharing their data. Secondly, insurers that forge ahead without getting their policyholders on board, or offering the expected privacy protection, could be putting themselves at risk from a backlash. 

While the insurance industry is lagging other consumer industries in mobile consumer proliferation and embrace, a few are doing it right.

Read the full EIU report here to see what some of them are doing.

1 Source: From protector to partner: Can insurance expand insurers’ relationships with consumers?

Dear Colleagues,

it`s a pleasure to announce that we are live with our new web experience for INSURANCE on sap.com. For sure, you will find a general announcment in SCN as well.

... have fun!

Best regards




Digitalization & Communication | IBU Insurance | SAP SE

Analytics video.png


We are pleased to introduce a new SAP Analytics for Insurance-Policy video.

Find out how SAP HANA Live for Insurance, together with SAP Lumira,
lets you explore production data in a user-friendly format, quickly share
information across departments, and generate production reports in real time.

What better way to quickly (3:42 minutes) and effectively gain an
understanding of the value of SAP Analytics solutions which help Insurance
companies Run Simple?

Demo videos are constructed based upon the ‘day-in-the-life’ approach to using SAP solutions.   

Enjoy the video and please share your feedback.

What if rush hour traffic vanished? What if your office came to you, instead of vice versa? Imagine the possibilities, imagine the convenience, imagine…roving happy hour?

To the uninitiated, there's a new concept known as “automobility,” that enables your car to drive itself and morph into your office with a set of wheels - making self-driving cubicles a reality. The only thing missing would be the coworker who always picks the worst time to talk sports.

But would working in a self-driving car really be necessary? If you’re already afforded the autonomy of working from home, is there really a perk with this? Those that could stand to benefit might be sales reps and consultants, and just about anyone that’s on the road all day. Want to see a modular office for yourself? A super futuristic demo can be found here:


How it will work

When you’re driving (and working) through downtown, your self-driving office will lock into a citywide grid system designed to prevent gridlock. The technology will utilize radar, infrared sensors, and a vision system where projector elements will reflect visuals linking to other cars in close proximity to ensure harmony. But what if the grid is hacked or overcapacity and goes down? What if an EMP explodes in the sky? In that case you'd quickly have rush hour take the form of a long, backwards in time march home where hopefully you’d have the moon to help you follow the river.

Special delivery

Need a package delivered before the meeting starts? No problem. Other projections for work day dynamics include a modular “deliverbot” designed to deliver your packages. It will even broadcast its whereabouts to your rolling office so you know it’s in the area, just in case you need to ship something out. Is this a good idea? After all Stephen Hawking recently warned that artificial intelligence could spell the end of the human race. Yikes- is it possible you’re going to end up really missing that friendly delivery person with the shorts and baseball hat?

Roving happy hour anyone?

One possible upside to the self-driving modular office is the potential for sight-seeing during happy hour. Trouble planning a destination for your next work meeting?  No problem. You’ll have the ability to ask your finely calibrated machine to surprise you. Since you’ll get to see westbound sunsets and colorful foliage it will surely make for a more interactive team discussion- if anyone’s paying attention that is. Though considering that you’ll have a permanent designated driver it could be safer. But other than a few fun moments, would many workers actually benefit from a self-driving, modular office?

The complete “driveable” experience of the future may take about 15 to 20 more years according to Ideo. However, there’s already a transition underway towards more modest upgrades in connected driving that offer a simpler driving experience.

What’s next?

Not surprisingly, emerging technology utilizes the cloud and BMW has created a ground breaking research prototype powered by the SAP HANA Cloud Platform and featuring the “ConnectedDrive system.

BMW states on its website that, “ConnectedDrive will offer you greater comfort so you can focus on the essentials. It also gives you the choice: travel guide, entertainer, or guardian angel - you decide who your traveling companions should be.”

With Shell and Volkswagen also recently announcing co-innovation with SAP, in this case for connected fueling, clearly there are a few changes for the drive ahead. However, there is a big difference between the added conveniences of connected driving finding you a better parking spot or a cup of coffee and a completely self-driving office operating on a network grid that communicates with robots.

How do you think automobile insurance carriers would manage and price the coverage for these self-driving vehicles? Would a self-driving office on wheels be worth the sacrifice of freedom and control? Would it enhance or complicate your work life, or are you just fine with a few new upgrades offered by a more connected car?

By Joseph Pacor, SAP Insurance Industry Content Director


In a previous posting, I wrote that cloud technology has become business as usual for insurers. I based my conclusion on a study conducted by Ovum on behalf of SAP that involved 200 senior CIOs from the global insurance sector. The study also found many ways in which cloud-based solutions are transforming the industry.


Early adopters have used the cloud technology known as software-as-a-service (SaaS) to support e-mail, backup/archiving, and business continuity. Increasingly, insurers are also supporting core business activities such as customer service, policy administration, underwriting, and fraud detection. In addition, a small but expanding number of companies use the technology for new business acquisitions, marketing, customer targeting, and the development of new products.


Cloud contributes to business growth and agility


Many insurers believe that SaaS will foster business growth and organizational agility by shrinking IT development cycles. This, in turn, will help them respond more rapidly to new business opportunities, move more quickly into new market sectors and countries, and deliver greater product innovation. (See Figure 1)


Source: Charles Juniper, “The Critical Impact of Cloud for Insurance on Business Transformation,” Ovum, 2014

Figure 1: Agreement/disagreement with statements about the impact of SaaS on insurers

Cloud technology should also help insurers move to a variable IT cost model, reduce overall IT costs, and fundamentally alter the role of IT in an organization. The standardized infrastructure and application components can dramatically shorten development cycles and let insurers fund technology on a subscription basis. In addition, insurers can hand over responsibility for ongoing IT maintenance and the enhancement of platforms and applications.


Insurers need a clear cloud strategy

In this evolving environment, all insurers should have a clearly defined and widely communicated strategy for cloud technology that extends beyond cost reduction. In planning their IT and cloud strategies, insurers must focus on the transformative role that SaaS can have on their organizations. Ovum believes that most cloud strategies in the insurance industry today should be more comprehensive and fully encompass the potential for organizational transformation.


As insurers broaden their cloud strategies, the role of IT in their companies will likely change. Ovum believes that IT personnel will become like brokers, finding relevant cloud vendors to support their companies’ wider business functions. IT groups should thus begin to expand their knowledge of the cloud vendor landscape and actively promote opportunities that cloud solutions enable within their organizations.


It is clear that insurers of different sizes, geographies, and types of business are adopting cloud technology in greater numbers. Smaller players can now access tools that only larger insurers could once afford. The technology should also help new industry entrants gain a foothold more quickly. Both developments will make the industry even more competitive than it is already.  A ‘wait and see’ approach could prove very costly to those that delay their cloud decisions. Insurers should be prepared to leverage cloud computing now to optimize its benefits.


For a brief summary of findings from the Ovum study, click here.

By Joseph Pacor, SAP Insurance Industry Content Director


Cloud technology has generated significant interest among insurers in recent years. For a clearer understanding of how insurers are using this  technology, Ovum conducted an independent and in-depth study with 200 senior CIOs from the global insurance sector on behalf of SAP. Let’s examine what the study has to say about the growing use of cloud-based solutions among insurers.


For the purposes of this study, Ovum identified cloud technology as the combined use of 1) infrastructure as a service (IaaS), 2) platform as a service (PaaS), and 3) software as a service (SaaS) to deliver business functionality through a public network (such as the Internet), a private network, or a combination of both.


Business as usual in the cloud


The study found that most insurers routinely use cloud technology. Over half of those surveyed currently spend between 20% and 39% of their relevant budgets on cloud technology or services. Most insurers currently deploy SaaS solutions in a tactical way - using them for new IT projects where they are the most appropriate choice.


While approximately a third of insurers rarely consider using SaaS, it is the preferred deployment option among nearly a quarter of those surveyed. This cloud-first policy is particularly prevalent among insurers in European and North American markets. In fact, a small number of European insurers report that they only implement new projects if they can be deployed using SaaS.






Source: Charles Juniper, “The Critical Impact of Cloud for Insurance on Business Transformation,” Ovum, 2014   

Figure 1: Respondent organization’s policy toward the use of SaaS


Greater use of cloud computing for additional purposes

Among respondents, 33% and 21%, respectively, expect to increase spend substantially on both SaaS and IaaS/PaaS within the next 18 months.Those most likely to increase spending are already significant adopters of cloud technology. This result suggests that while insurers as a whole are still in the adoption phase with cloud technology, early adopters are realizing a range of business and cost benefits that are further accelerating adoption by their organizations.


The initial use of SaaS among insurers has been around horizontal and collaborative-focused systems to support e-mail (65%), backup/archiving (65%), and business continuity (58%). Increasingly, SaaS is supporting a broad range of vertical and core-business activities. These include customer-focused activities (such as customer servicing), back-office functions (such as policy administration), and complex activities (such as underwriting and fraud detection).


In addition, a small proportion of insurers - particularly new entrants and startups - are deploying SaaS to support new business acquisition, marketing, customer targeting, and the development of new insurance products. According to Ovum, “this broader adoption marks a watershed shift in attitudes from that of only three years ago, when the majority consensus of the insurance industry was that cloud had only a limited role in supporting core, business-critical processes.”


Insurers cited concern over regulatory compliance as the major reason they had not yet adopted SaaS. Ovum believes this is “a situation that is changing and will be resolved over the next three years, particularly as governments and the public sector globally are rapidly adopting cloud technology themselves.”

As vendors of cloud technology enhance their service level agreements and demonstrate compelling business benefits of cloud technology for insurers, companies that have been reluctant to embrace these solutions are more likely to move forward.


Next Week: How Cloud Technology is Transforming Insurance

Written by Li-May Chew, Associate Director, IDC Financial Insights. Li-May can be contacted at lmchew@idc.com

I have previously blogged on how operational pressures are nudging typically siloed risk and finance fractions at insurers to think more earnestly about creating shared priorities and enhancing partnerships to improve strategic decision making. This piece further expands upon those commentaries on Europe and U.S., but with a keener focus on the Latin American (LATAM) insurance market.

Our conversations indicate that the Brazilian and Mexican insurers are feeling the strongest pressures and keenest need for risk-finance collaborations vis-à-vis global peers. These regional insurers are getting their risk and finance teams to collaborate to reap benefits from shared business analytics and valuation engines that can enhance decision making for reporting, planning, and capital management. Furthermore, given that operating off common data sets would simplify operations and enhance control over data quality, accuracy, completeness and timeliness, they are also integrating risk with finance to reduce complexities and manage expenses.

When it comes to the extent of progress, insurers from Brazil and Mexico appear to have advanced the most with their integration programs given that 58% have consolidated risk with finance versus 48% globally (with almost a-third of these 58% in LATAM being satisfied with the extent of their implementation), another 32% being at advanced stages of planning, and 10% having at least started some sort of planning program.


While there are undoubted benefits from interdepartmental integration, incorporating risk-based data into financial and performance management obviously engenders obstacles. The principal concern for LATAM insurers stems from a divergence in the way these two groups might define similar terms and measure divisional performance. Data would be defined and accessed differently due to the varying perspective between risk and finance, their information requirements, and tabulation methods. Ranking almost as critical is the lack of experienced personnel, and difference in perspectives and cultures between their finance and risk fractions - with both equally cautious of integrating for fear of ceding autonomy to the other.

Technological concerns also evoked great concerns amongst the LATAM respondents, with robustness of data being most crucial when it comes to providing the momentum for, or conversely stalling, integration projects. Another IT challenge centers round limitations from existing legacy technologies such as lack of scalability or interoperability of systems restricting risk-finance implementation.

To alleviate risk-finance coordination, insurers in LATAM see investments in enterprise business intelligence and analytics strategy nudging them towards deeper inter-departmental collaborations, alongside the sharing and joint development of common data warehouses and modeling competencies. Market leaders are also widening their competitive advantage by capitalizing on innovations such as enterprise information management to centralize data modeling and flow management, data visualization capabilities and unified data platforms.

As LATAM insurers continue to make inroads in consolidating their risk and finance divisions, they need to enhance this partnership by having a clear vision of what the joint responsibilities between both divisions are, while still preserving the independence of both. It would further serve them well to engage vendors with a comprehensive, yet integrated risk-finance data platform that can help establish shared data processes and management systems to reduce total cost of ownership.

Please click here to download a copy of the IDC Financial Insights' White Paper: Risk-Finance Collaboration at Global Insurers: A Partnership in Transition.

Written by Li-May Chew, Associate Director, IDC Financial Insights. Li-May can be contacted at: lmchew@idc.com

Following my earlier commentaries on the partnership between the risk and finance fractions at European insurers, I want to now turn to the United States (U.S.) and highlight some survey data specific to this country in my next blog.

Discussions with the tier one and two insurers from the States indicated that they are likewise conscientiously trying to forge greater risk-finance collaborations. As a matter of fact, indicating that they are going beyond just paying lip-service but actually taking decisive actions, 47% in the U.S. have already consolidated risk with finance, albeit just a handful of these respondents professed to have completed satisfactory integration. Those that have done so are actively working on collaborative initiatives around capital project evaluations, mergers and acquisitions and globalization strategies, financing decisions and budgeting. Furthermore, it is heartening to note that another 40% is just one stage behind and ironing out their integration kinks, while an equally sizeable cohort have concrete plans to achieve consolidation in the coming months.

What is driving these collaborative efforts? Factors compelling them to do so include being able to enhance analytical expertise for improved financial forecasting, and getting access to more complete, real-time view and precise reporting of the insurers' businesses. Achieving cost savings from consolidation was also foremost on the minds of the American insurers, with interviewees ranking potential cost efficiencies as the foremost driver spurring collaborations. These organizations are obviously cognizant of the fact that expenses can be reduced from having data, reporting processes and supporting systems that are all common rather than siloed and disparate.




And given that this chief risk officer-chief finance officer (CRO-CFO) partnership entails a degree of internal reworking, where is the funding coming from? We are encouraged to note that a very respectable 53% in the U.S. (against 36% of peers globally) have secured specific monies for these change-management endeavors, with only 20% needing to dip into their business-as-usual (BAU) funds. The remaining 27% however, have to put their case forth to senior management to secure additional discretionary funding.

As with all innovative programs, organizations are bound to encounter some barriers when it comes to implementing their risk-finance integration programs. Amongst all the operational and technological challenges, the American insurers noted that limitations from existing legacy technologies such as lack of scalability or interoperability of systems as the core factor restricting their risk-finance implementation. While this was given a score of 3.1 out of 5 globally, it was ranked as the top technological concern by the U.S. respondents at 3.7/5. Legacy modernization is therefore a critical imperative for these insurers to enhance business process and system capabilities and make way for greater risk-finance collaborations and business agility.

As these insurers busy themselves to integrate their risk and finance offices, we see them continually tweaking the extent of their risk-finance cohesiveness. While this is not an easy task, as integration efforts can derail from differences in objectives and priorities, benefits from more coordinated interactions would make it worth their while.

For those keen to read on developments specific to your region, do have a look at my previous blog on Europe, and an upcoming write up that will cover the Latin American market.


Please click here to download a copy of the IDC Financial Insights' White Paper: Risk-Finance Collaboration at Global Insurers: A Partnership in Transition.

Written by Li-May Chew, Associate Director, IDC Financial Insights. Li-May can be contacted at: lmchew@idc.com

This post expands upon my earlier discussions on IDC Financial Insights' global insurance study on interdepartmental coordination between risk and finance. I am touching on specifics for the European region, wherein we surveyed respondents specifically from the United Kingdom (U.K.), Spain, France and Germany.

Here, we note that findings closely echo global percentages -- respondents are largely cognizant of the benefits of enhanced integration but still figuring out the most optimal level of collaboration. Slightly less than half or 45% have started collaborations between risk with finance, although the majority of them admitted that they are still refining consolidation efforts. Amongst the four European nations, insurers in U.K. are progressing the slowest, with the comparable percentage being 36%. Moving down the spectrum, 34% of the European insurers we spoke with are at advanced stages of planning, which is a step behind collaboration. Furthermore, 14% have some preliminary structure, while just 7% have yet to consider such an alignment.

Our survey revealed that insurers from the European region are most influenced by benefits from greater analytical capabilities and information timeliness and quality. This makes sense, given the region's generally more stringent compliance landscape and the need to react more swiftly to evolving regulatory mandates.


What are the Operational and Technological Barriers to Improved Risk-Finance Collaborations?



Meanwhile, though there is almost unanimity about the need for coordinated interactions, there remain numerous reasons why several have maintained status quo and have not changed their approach to managing risk and finance. Herein, we are pleased to announce that European insurers exhibited the most confidence globally when it comes to tackling operational and technological barriers to risk-finance integration. Even then, they are still contending with issues such as differences in perspectives and cultures between the finance and risk fractions, the lack of robust data systems, or limitations of legacy technologies which make it cumbersome to implement an integrated platform, as indicated in the above chart.

However, the medium term should witness a heightened understanding of the criticality of such transformational projects, with insurers allocating more funds to pursue stronger risk-finance partnerships. Market leaders both globally and in Europe are already widening their competitive advantage by investing in innovations such as unified data platforms, enterprise information management, and advanced analytics to bolster effective collaborations.

It is obvious that these integrational projects are comprehensive and oftentimes challenging internally. To break through these hurdles, insurers should consider collaborations with specialist vendors with a comprehensive, yet integrated risk-finance data platforms and advisory services.

Integrations between risk and finance continues to be fine-tuned at the European insurers. Stay tuned for my next blog on whether the U.S. market exhibits any different traits.

Please click here to download a copy of the IDC Financial Insights' White Paper: Risk-Finance Collaboration at Global Insurers: A Partnership in Transition.

Opportunities for
Insurers from the Internet of Things



By Mazahir Valikarimwala, Vice President, Insurance Business Unit, SAP APJ/MENA



In today’s highly competitive environment, insurers must maximize customer satisfaction while minimizing cost and risk. Increasingly, the
industry is exploring strategies to accomplish these goals using the Internet of Things.



These strategies are based on connecting various types of “smart objects” to the Internet through wireless devices – each of which has a unique IP address. This connection makes it possible to collect and analyze large volumes of data in real or nearly real time. By 2020, there will be 26 billion connected objects, according to estimates by Gartner, Inc. The use of such objects will change every part of the insurance value chain – from product design and pricing to underwriting, service, and claims -- say analysts at Celent and other business-consulting firms.



Through the Internet of Things, insurers can gather data on individual customer behavior and use that information to personalize premiums for health, homeowners, auto, and other policies. By sharing this data with customers, insurers may be able to change customer behavior, reduce risk, and
lower costs. They can also use the information to estimate risk and price their products more accurately.



Pay as You Drive



Take car insurance, for example. Traditionally, customers have paid premiums based on the kind of cars they buy and their past driving histories. But what if two customers with the same car and similar histories drive different distances at different frequencies? Should they pay the same premiums? And what if they’re significantly better or worse drivers now than when their policies were issued?



Questions about the cost of installing devices to monitor driving habits must still be resolved, as well as various privacy concerns. However, technology vendors and insurers are already discussing how they might market such devices (and potentially lower premiums) to younger drivers. A 2014 study
by Deloitte University Press found that 35% of consumers age 21 to 29 were open to the idea of monitoring their driving behavior in exchange for a discounted premium, versus 15% of drivers age 60 or older.



Other Opportunities in Usage-Based Insurance Similar opportunities for usage-based insurance (UBI) may be available for homeowner and health coverage using “pay-as-you-live” technologies that monitor home safety, the amount of exercise you get, or your glucose or cholesterol levels. Ptolemus Consulting Group estimates that there are currently more than 160 established UBI programs or active trials in 34 countries involving more than 5.5 million policies. By 2020, the firm predicts, UBI policies will account for 17% of market share in North America, 14% in Europe, and 4% in Asia.

Google-owned Nest Labs, a producer of smart thermostats and smoke detectors, is rumored to be working on a possible homeowners insurance
initiative using this technology.

  • The Mayo Clinic is currently doing research on using Apple’s iWatch and HealthKit software to collect and analyze data that would help consumers live more healthfully – data that could one day be used by insurers to price health care premiums.
  • SAP and one of the largest German health insurers are discussing a UBI initiative that would use in-memory computing and predictive analytics to help the company identify potential health issues for individual customers and suggest precautions customers could take.

Insurers' Top 3 Risk or Finance Pressures




The current situation between Risk and Finance has been referred to by IDC as ‘a perfect storm which is brewing across the global insurance industry’. Their new global survey of insurance decision makers, sponsored by SAP, was conducted recently and is now available here. Executives from the risk management and financial disciplines were interviewed, including chief risk officers (CROs) and chief financial officers (CFOs) from 10 countries. The regional makeup involved leading insurers across Europe, Middle East and Africa (EMEA), North Americas (NA), Asia/Pacific (APAC) and Latin America (LATAM). More than half of the respondents represented mid-size to large insurers with annual gross written premiums in excess of US$500 million. So let’s look at some of these revelations.  


Firstly, what’s driving the tightening of Risk and Finance disciplines? The global financial crisis of 2008-09 created urgency for Risk managers to participate with executive management to help navigate the strategic course of their businesses. Since then, with a continually increasing complex risk environment, heads of risk have begun to regularly participate in senior management discussions. As for the Finance managers, they have also been elevated in importance. Their focus has shifted away from traditional transaction processing, financial reporting and tax compliance. Today, they have broadened roles which include implementations of robust financial performance management, along with the expectation to collaborate with the risk office to ensure insightful analytics and improved financial forecasting.


Regarding Risk and Finance operations, both roles need to work proactively together in response to regulatory developments such as the evolving legal and accounting rules as directed by IFRS4 and the EU Insurance Solvency legislation. They also need to keep up with the technological evolution, which includes: advanced analytical tools and processes to facilitate enterprise information management; quicker go-to-market responses to counter competitive pressures; centralization of data modeling; and the adoption of new enterprise resource planning (ERP) software. Their collaboration will help them better manage market unpredictability and costs, as well as improve strategic decision making. Lastly, integration of risk with financial decisions should include cooperative initiatives around capital project evaluations, mergers and acquisitions, and globalization strategies.    


In addition, the paper offers insights into the impact on organizational structure, operational and technology barriers, and how to break through those barriers. Enjoy the read and please share your feedback.


Dear Insurance Community,


that`s an amazing blog about SAP HANA Cloud Platform:


Understanding how Cloud and Mobility fit together by developing a simple mobile app (SAPUI5/iOS)


Please enjoy reading and think how to leverage best


Best regards





Cloud Business Strategy | Insurance GTM Lead | IBU Insurance

SAP SE | Dietmar-Hopp-Allee 16 | 69190 Walldorf Germany

Author: Li-May Chew, Associate Research Director, Financial Services Advisory, IDC Financial Insights Asia/Pacific

In my third instalment on the findings from an SAP-commissioned survey, I want to touch on the main barriers preventing more effective collaboration between the risk and finance offices, and conversely – a couple of innovations that could enhance integrations. Even as our survey with 75 insurers globally shows unanimously that respondents need little convincing of the benefits of collaboration, there lies a couple of reasons why some organizations have not found more momentum for such integration projects. Why is it difficult for these two inter-connected business units that have so many similarities - and much to gain - to deepen their relationship?

First, there are the technology hurdles. IT hurdles like limitations from legacy technologies which result in a lack of scalability or interoperability of systems, as well as a lack of robust data systems continue to make it cumbersome to implement an integrated platform. The challenge to moving to an integrated solution is also compounded by issues around fragmented data sources and lack of common language usage implying that there is no single data reference point to support integrated risk-finance reporting.


What Makes or Breaks Integrational Success?


Despite these issues to surmount, it is also comforting to know that insurers are allocating more funds to pursue stronger risk-finance partnerships. Market leaders are already widening their competitive edge by investing in innovations. These investment areas include implementing enterprise information management to integrate data from a variety of sources in real time, and steps to centralize data modeling and flow management. Monies are being directed towards Big Data and advanced analytics to drive intelligent insights and risk-informed decisions on capital optimization. Unified data platforms with compatible data sets and centralized data modeling and flow management are also on the list. Having integrated platforms will help to create an enterprisewide source of truth for the multi-purpose data model, yet reduce internal departmental disputes and total cost of ownership.

It is clear from our conversations that while there has generally been commendable progress, today's risk-finance partnerships are in transition. There is still work to be done as most insurers attempt to find equilibrium between ensuring effective cross-departmental interdependence while maintaining an ideal degree of independence necessary to preserve both departments' decision-making.

Are you likewise deliberating over the degree of risk-finance cohesiveness that is appropriate for your organization? We do have some actionable pointers on that in our recently released White Paper, so do reach out to me at lmchew@idc.com if you would like a complimentary copy of that document.

On this beautiful October day in New York, SAP welcomed hundreds of customers and partners at the Ritz Carlton Battery Park to discuss Transformation and Innovation at the 3rd annual SAP Financial Services Forum.


While the topic of change and transformation has been discussed within Financial Services and Insurance for years, the main dialogue at today’s Forum centered around the urgency for firms to innovate and evolve their business models to capture customer mindshare. More than ever, the industry is facing incredible pressure from non-traditional competitors who are seizing the mindshare – and the wallet share – of customers around the globe.


Ross Wainwright, SAP’s Global Head of Financial Services, shared several examples of how banks are being disintermediated, and in some cases entirely excluded from customer opportunities by new entrants ranging from Lending Club, PayPal, T-Mobile and many more.


Stephen Dubner, best-selling author of Freakonomics, challenged bankers and insurers to think beyond their traditional business models and to re-define their framework for engaging with customers. While Stephen acknowledged that predicting the future is hard, if not impossible, he spoke about the importance for firms to question their current business models in order to remain relevant in their customers’ eyes.


Complementing the discussion around transformation was a thought-provoking perspective offered by Jennifer Morgan, SAP’s North America President. Jennifer offered an action plan for organizations to leverage innovations such as Business Networks and Data Science to drive technology and business process simplification in order to achieve the agility required to respond to changing customer demands.


The trifecta of simplicity, transformation and innovation was beautifully summed up by Willie Stegmann, CIO at Standard Bank of South Africa (SBSA), who travelled to NYC from Johannesburg to share his experience in driving an enterprise-wide transformation agenda at SBSA. Willie recounted the highlights and lowlights of SBSA’s transformation journey, sharing how SBSA created market differentiation and customer loyalty by harnessing innovation and delivering unique capabilities to their customers.


With over 50 speakers at this year’s event, the discussion of change and innovation continues. We hope you’ll join the conversation on Twitter at #sapfsforum. You may also want to bookmark the event page, where we’ll soon share the presentations and videos from this week.

In-Force Business Configurator (IFBC) is used to administer and amend the information, in the form of templates that is relevant for policy management. Therefore, we can create, change, and delete the templates in the IFBC in FSPM. A template describes the runtime behavior of an object in in-force business.


Role of IFBC.jpg



Since the IFBC is a configurable part of the policy management system you can create and edit templates, it checks the consistency of these. When you configure a template, you enter data about interface control and the structure information that is required for managing data. If you classify certain characteristics as being relevant for the IFBC, you can control these using the IFBC, provided the associated entity has also been classified as relevant for the IFBC. The IFBC copies the Customizing settings for the field modifiers and for default values and permitted value ranges, and really does not influence any functions that are defined in business rules or business functions.


Policy templates are the central control of the In-Force Business Configuration are part of the individual Customizing, and control the behavior of the objects (sales product, product, premium and so on) during operation runtime.


A template determines how an object is to behave at runtime in the policy management system. You can create templates for the objects you have marked as IFBC-relevant in the PBT (Policy Based Technology) .


Policy templates contain information, such as product assignment; behavior of the characteristics of the entities like field modification, default values, value ranges; and instances of the entities that influence in-force business attributes.


To simplify the creation of new templates in a SAP system, you can use copy function available.


These are the three types of copying policy templates:

1) Copying of the template with references to the dependent subtemplates.

2) Copying of the template with all main axis subtemplates.

3) Copying of all templates and all of subtemplates to new templates.


These templates simplify day-to-day business. You can define default values for all the fields classified as relevant for the IFBC. Therefore, IFBC can configure the policy business object for the policy management system and create templates containing the product knowledge relevant for in-force business. The IFBC also manages data that can be defined in a product engine, such as Product Engine (msg.PM). The IFBC, therefore, contains functions for copying static product data from a product engine to the IFBC templates.


The In-Force Business Configurator is used in two different places; the FS-PM and the product engine.

In FS-PM, it ;

1) Supports the policy instance;

2) Based upon templates

3) Manages business objects and attributes in concrete policy context

4) Supports product installation

5) Sets default of attributes, values, or range of selections

6) Defines Obligatory, Optional, Edit, and Hide options of fields

7) And defines cardinalities.


These are the component that FS-PM gets from the product management:

1) Product structure, which contains classes and objects regarding the main axis, lateral objects, and internal objects.

2) Relevant attributes, which includes all relevant attributes that are actually established from the reference model.

3) Premium calculation, which is a method that is called on the highest level and which triggers methods for calculation on the lower levels

4) Tariff, which is a standard property-liability insurance premium set by a rating bureau for a particular class of risk.

5) Profit, which is calculated based on used premium calculations and tariffs

6) Discount or Charges, which is defined by a customer and is dependent on a product structure.

7) Rules, which defines the structure of some sales products.


All of these are imported in a compilate which then should be imported within the IFBC.


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