Insurance

Carrier Services and Operations Management

Managing costs to the lowest level consistent with service and quality objectives

In the highly competitive world of insurance, the operational excellence ante is quite high.  While there are industry redoubts where mediocrity is still tolerated, these are disappearing fast.  The application of lessons learned from painful experience by regulators and their political sponsors – among them that competition, not regulation, is the sine qua non for broadly available coverage at reasonable prices – is raising operational excellence standards industry wide.  The growing market share of national insurance companies is raising service and efficiency standards as well.  And if meeting the industry’s operational excellence standards of entry is becoming ever more challenging, being distinctive is more difficult still.

Bridge assists insurance companies in developing sustained, comprehensive, and flexible approaches to operational excellence.  We apply practical and company-specific approaches, not based on some other company’s operational excellence religion.  The problem with totalitarian approaches to operational excellence is that they almost always get bogged down in the religious elements of the program at the expense of the substantive ones.  It may be useful to draw on ideas from approaches like TQM and Six Sigma, but our experience is that eclectic, highly tailored approaches work best for the vast majority of companies.

REPRESENTATIVE CLIENT EXPERIENCES

  • For a global insurance broker, redesigned the organization to take advantage of globalization opportunities by redistributing activities to a variety of global locations where they can be done most effectively and efficiently
  • For a managing general agency, redesigned the customer service processes to take advantage of off-shore service capabilities resulting in dramatically enhanced policy issuance and other services
  • For a global insurance broker, identified the root causes of rising errors and omissions (E&O) expense and designed an enterprise quality improvement program that those costs by 50 percent