RL - Insurance

axway.com 2 We successfully reinstalled the compensation part in this new, rebuilt management system, as well as the MRH (comprehensive home insurance) and automobile subscription part. By mid-2018, 89% of our property contracts will be in the system, which is remarkable. Concretely, what did you do at an architectural level? The architecture was separated to be able to communicate with the outside world, notably concerning the mobile application, comparison services, and IoT. To do this, we analyzed where we could make improvements. This was in the individual property insurance market that had systems that made it difficult to implement communication services. It was a strategic decision to start with this point. Furthermore, Allianz was the first insurer to integrate an API gateway to coordinate APIs both externally and internally. Renewing the infrastructure was a group process that sought to strengthen security for the growing risk of attacks. The Allianz Group has the advantage of owning Allianz Technology, a subsidiary that manages infrastructure and the network. This way, we can share investments with other entities in the group and benefit from their developments. An entity was created in Munich to encourage a global approach. A cultural transformation is vital so that teams can react quickly. For the past few months, we have been reflecting on how to take up this challenge. In particular, we have gone from a hierarchical model to independence in the field. The strategy is now set with teams helping to drive it. The board of directors set a framework and guidelines with objectives. Then, it's up to the teams to find the best way to reach them. This way of functioning motivates future generations. We are convinced that independence is the solution. Giving teams this freedom smooths discussions with customers, speeds things up, and allows us to work with start-ups. It's a significant change because, for example, with start-ups, the timeline of projects change — we need to implement them in weeks and not over a year. In my opinion, this new way of working has meaning. We have not finished changing mindsets yet; a cultural transformation is never over. What impact did this have on client relationships? These changes responded to a market requirement. Tracking the status of claims was the greatest expectation. Since the rise of the GAFAs (Google, Apple, Facebook, and Amazon), policyholders have wanted to know where their claim was the very next day and be able to track its progress like you can with a parcel on Amazon. The customer relationship changed since policyholders can now track their claim directly, and this new independence has allowed agents to spend more time handling business. The architecture was separated to be able to communicate with the outside world. By mid-2018, 89% of our property contracts will be in the system, which is remarkable. Alexander Heinrich, Director of Organization and Architecture Solutions, Allianz France Giving teams this freedom smooths discussions with customers, speeds things up, and allows us to work with start-ups.

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