October 17-19, 2016 | Hartford, Connecticut, USA

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Download the 2016 AgendaDownload the 2016 Agenda
As the only forum specifically designed for operational excellence leaders in the Insurance industry, Operational Excellence in Insurance 2017 brings together innovators who are pushing their companies ahead, creating more efficient processes and systems that enable a customer-centric approach in an increasingly competitive environment.

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ReportsReports

  • 5 Operational Excellence / Transformative Strategies for Insurers5 Operational Excellence / Transformative Strategies for Insurers
    The insurance market has been under pressure to transform for many years now. While the competitive landscape is experiencing significant shifts and technology continues to disrupt the market, insurers also have lots of opportunities to respond, adopt change, transform their services, and become the provider their customers are looking for.

    Download the report to discover the five strategies for organizations that want to succeed in the new generation of insurance services.
  • 3 OpEx Pillars for Insurance Firms3 OpEx Pillars for Insurance Firms
    Three thought leaders detail a key pillar of OpEx best practice each.

    PILLAR 1: Creating the Right Operational Excellence Framework - John Martino (Aetna)
    PILLAR 2: Communicate Change Management Enterprise-wide - Angie Kennard (Marsh)
    PILLAR 3: Striking the Right Balance: Linking Strategy with Operations - Steve Jenkins (Anthem)

VideoVideo

  • Driving a leadership culture at all levels - 3rd Annual Operational Excellence in Insurance SummitDriving a leadership culture at all levels - 3rd Annual Operational Excellence in Insurance Summit
    In this presentation Mr. Cowieson gives an impressive overview on how to drive leadership culture at all levels.

    Download this video to hear about:
    • Why leadership is not common behavior across most large organizations – how to drive to a leadership culture at all
      levels
    • The attributes of a leader
    • Team as a vehicle for change
    • Common barriers to driving a change agenda – overcoming them takes energy and commitment from the top
    • Reality of project confidence and support
    • Focus on the end-to-end process – the need to understand what is going on and identify what can be improved to meaningfully impact the business