Insurance

Regulatory expectations continue to evolve across conduct, prudential, resilience and third-party frameworks. DORA and ongoing scrutiny of customer outcomes are raising the bar for evidencing governance and controls.

Regulatory change must be delivered alongside BAU under heightened scrutiny, with increasing pressure to evidence fair value and robust end-to-end customer journeys.

Hybrid regulatory and delivery skillsets remain scarce, limiting firms’ ability to embed compliant change and build sustainable internal capability.

Insurers are under pressure to drive growth through new products, underwriting innovation, partnerships and M&A, while managing regulatory and technology demands.

Growth initiatives are complex and cross-functional, often constrained by integration challenges, limited internal bandwidth and the risk of disrupting BAU.

Specialist product, integration and delivery skills remain in short supply, limiting insurers’ ability to scale growth and build long-term capability.

Legacy platforms, complex integrations and underwriting workflows constrain innovation, while pressure grows to adopt automation, AI and digital tools without destabilising live environments.

Technology change is often fragmented across competing initiatives, with delivery risk heightened by integration complexity and transitions from build into BAU.

There is a sustained shortage of technologists with both deep technical expertise and insurance domain knowledge, increasing reliance on contractors.

Fragmented data, inconsistent definitions, and legacy platforms continue to limit insight, automation, and AI-enabled decision-making across insurance.

Data issues often surface mid-programme, introducing remediation effort, delivery delays, and increased risk, particularly when delivered alongside BAU.

Hybrid data and business skillsets remain scarce, making it difficult to build trusted, sustainable data capability.

Customer expectations continue to rise, with claims and complaints remaining critical touchpoints under both customer and regulatory scrutiny.

Service change is often delivered alongside live operations, creating pressure on frontline teams and increasing the risk of inconsistent outcomes.

High attrition and limited capacity to upskill BAU teams make it difficult to sustain service improvements over time.

Insurers face ongoing pressure to reduce cost while maintaining performance, control, and resilience across increasingly complex operations.

Operational change delivered alongside BAU can strain teams and limit the sustainability of improvements.

There is a shortage of operational improvement capability, limiting insurers’ ability to embed continuous improvement.