Perhaps rebellion is a little strong in this instance. However in our relationships with our insurer clients, particularly when implementing digital technology, behavior of users is fundamentally important to the success of that implementation.
McKinsey's article talks about 4 factors, all of which we can relate to, and support.
In any digital program one key outcome is to ensure that expert resource becomes more productive - being an expert rather than a delivery driver or administrator
Additionally aiming for disruptive transformation is important, but can be daunting when trying to get key resource on side. Many companies shy away from a transformational approach, instead seeking unambitious incremental changes.
From a strategic viewpoint it is often hard to see strategic fit in half hearted change efforts, and where strategy wins in terms of clarity, it falls down in the area of communicating strategic intent effectively, and thus winning support.
Speed is of the essence. Too many changes, particularly in terms of new technology in the insurance space take too long to deliver results, and in so doing lose the interest of the people along the way. Mckinsey's article talks about overburdened IT resource, which is why we consider ownership of operational, transformational technology should be with operational business units. Under this circumstance ownership can often equal buy in from key users who will then support and embrace rapid change.
The fear of the future can be a powerful deterrent to change, as shown by a recent McKinsey Global Survey about the spread of automation in the workplace. Almost half of the respondent executives who rated their current automation programs a success nevertheless identified two factors—managing employee resistance to change and attracting talent—as their biggest challenges to adopting automation over the next three years