A large, commercial lines property & casualty carrier was falling behind the competitive curve in technological capability and wanted an independent and objective set of perspectives on its IT strategy. The insurer needed to identify and prioritize initiatives that would improve its service to agents and policyholders and increase its competitive differentiation. The insurer had a strategic planning process in place that included a regular review of IT activity; however, the IT department wanted to validate the current IT plan and establish a detailed roadmap to ensure that technology enablers were aligned with business objectives.
Additionally, the insurer had begun modernizing legacy systems to respond to business pain points, but had concerns about the modernization path being taken and whether that path led to a sustainable enterprise architecture. Most important, the carrier wanted to ensure that any activity they undertook increased value to policyholders and agents and positioned the company for the future.