Solving The Innovation Puzzle

IBM Global Business Services Financial Services
Executive Report

IBM Institute for Business Value

Solving the innovation puzzle
A framework for consistent innovation in banking and insurance

IBM Institute for Business Value
IBM Global Business Services, through the IBM Institute for Business Value, develops
fact-based strategic insights for senior executives around critical public and private
sector issues. This executive report is based on an in-depth study by the Institute’s
research team. It is part of an ongoing commitment by IBM Global Business Services
to provide analysis and viewpoints that help companies realize business value.
You may contact the authors or send an e-mail to iibv@us.ibm.com for more information.
Additional studies from the IBM Institute for Business Value can be found at
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Introduction

By Christian Bieck and Åke Freij

For the past 500 years, the banking and insurance
industries have struggled to balance innovation with stability and conventionality –
with innovation suffering as a result. The incremental innovation of the
past is not sufficient in today’s rapidly changing world. To successfully exploit
innovation today, banks and insurers need to better understand its sources and
develop a framework to help them consistently and reliably innovate.

In December 2009, Paul Volcker, former chairman of the U.S. But is this verdict true? And even if it is, does it matter?
Federal Reserve, shocked the financial world by telling an Arguably, modern economies could not function without the
audience of senior finance executives that the banking indus- stabilizing services of banks and insurers, which include
try’s single most important innovation in the past 25 years was transforming uncertainty into economically manageable risk
the automated teller machine, which, he added, had at least and pooling and transferring funds from market participants
proved “useful.”1 Proponents of the Optional Federal Charter with excess capital to those that have a business proposition but
– a proposal to allow U.S. insurance companies to choose no means to realize it. Would innovation enhance these basic
between a current state-based regulatory system and a single services? What benefits might be gained by solving the
federal regulatory agency – contend that “the [insurance] innovation puzzle?
industry has not introduced a single entirely new property and
casualty insurance product for individual customers” since Before addressing these questions, it’s important to determine
1959.2 Both statements seem to support the popular verdict on what exactly is meant by the term innovation. Does innova-
innovation in the financial services industries: There is little tion have to be radically new? Most would agree that the
innovation and, when innovation occurs, it is typically of little introduction of a Web-based book-selling model like that of
real value. Amazon.com is innovative. However, what about the myriad

2 Solving the innovation puzzle

tweaks to make shoppers’ lives online easier, such as improved
search functions and cross-referencing in the catalogs – are Research methodology
those not innovations as well? And does innovation have to be
useful, as Mr. Volcker’s statement implies? And, if so, how does This study is based on information gained through in-depth
one determine an objective measure of usefulness? Consider interviews about innovation with 20 banking and insurance
Tamagotchi, a popular toy introduced in the 1990s. A “digital executives, as well approximately 50 informal interviews and
pet,” the toy was a huge commercial success and might be discussions with additional executives. The scope of this
deemed innovative by some, while others might question its study is global with an emphasis on mature market Western
usefulness.3 economies. Interviews were conducted from October 2008 to
May 2010.5
Innovation means many things to many people, but there are
some common characteristics. For the purposes of this study,
we offer the following definition: An innovation is an idea,
practice or object that is perceived as new by an individual or other
unit of adoption.4

Expanding on that definition, for something to be seen as
innovative in banking and insurance, it has to be new to a
company or the industry and, we believe, represent an
openness to change.

IBM Global Business Services 3

Change in financial services We found a number of innovation examples in our research
Whether change has accelerated in the twenty-first century or (see Figure 1). While Internet banking and insurance –
not, it certainly feels that way to many of the world’s business arguably the most successful innovations in financial services
leaders. The most recent IBM CEO study reveals that the vast over the past century – fundamentally change the way
majority of CEOs surveyed anticipate even greater complexity customers do business with their providers, other innovations
in the future, and more than half doubt their ability to manage are incremental and often not readily visible. For example,
it.6 For banks and insurers, the need for change is huge: Two claims triage in insurance – the intelligent distribution of work
years ago, more than 80 percent said they needed to implement in the insurance back office when handling claims – improves
extensive changes to cope with external forces, but many throughput and, as a result, (hopefully) decreases the time it
indicated their organizations were not ready for these takes for a customer to receive a claim payout. If successful,
changes.7 Today, that readiness has not improved.8 claims triage can raise customer satisfaction and reduce costs,
even though the innovation itself might go unnoticed.
On the bright side, there are examples of industry creativity –
from the development of new markets in every corner of the
High
world to new instruments, products and distribution channels.
Radical innovation =
But for all their creativity, banks and insurers have been
Totally new things for new markets and/or customers
hanging on to fundamental offerings and business models that
have been around for 500 years, ever since the Italian merchant Internet banking/insurance
cities flourished. This is not surprising – banking and insurance Cash withdrawal machines
Magnitude of change

leaders believe that stability and long-term maintenance of
Unit-linked insurance
contract agreements are important in preserving the customer
confidence and trust they need to successfully operate. Bank ID (security)
However, they have not been particularly effective in this Share index bonds
regard. According to our research, consumer trust in the
financial services industries is at a low level – and has been Healthcare services

since before the latest economic downturn.9 On the other Insurance claims triage
hand, our research indicates customers do reward agility and
Low latency trading
the readiness to adapt to a changing environment.10
Incremental innovation =
Improve the exiting processes, products and
It is important to understand that innovation is not binary. Our services for existing customers
Low
research shows that innovation programs in the banking and Innovation frequency
insurance industries do exist and that they exist along a
Source: IBM Institute for Business Value.
continuum from small changes to large transformations. From
a business performance perspective, larger changes like those Figure 1: Examples of innovation in banking and insurance.
relating to business models are the most successful in
improving operating margins on their own.11 But at the same
time, business model innovation is the hardest to achieve.
Incremental – but continuous – operational innovation can be
a useful method for adapting to a changing environment and,
in practice, it is the main source of innovation in the financial
services industry.


So, while innovations in banking and insurance do exist, the Technology can enable entirely new products, such as the
question is how they can be generated in a structured, non- two-week travel insurance product one of the executives we
random way. First, financial services decision makers need to interviewed discussed, which is sold at the airport via smart-
recognize and understand the sources of industry innovation. phone (and is part of a project in Japan cosponsored by the
government).12 Technology can also improve industry
Innovation triggers processes and streamline operations. For example, RFID
What triggers a new way of doing business, a new product or a systems that allow realtime tracking of insured goods can help
new process? When we looked behind concrete innovation insurers better manage and mitigate the risk of transportation.
programs like those listed in Figure 1 and asked executives why
they made those innovations at that point in time, an inter- Technology can even enable banks and insurers to do business
esting pattern emerged. The trigger for the most radical with formerly unreachable clients in certain areas of the world.
innovations is generally the availability of new technology, as Mobile phones are the main driver of banking transactions in
illustrated by the introductions of Internet banking and Africa and other developing countries, enabling something
insurance and cash machines. Incremental innovation, however, akin to wireless money transfers.13 The Spoken Web project,
is triggered from inside a company by internal actors like currently being piloted by the IBM India Research Laboratory,
actuaries or marketers and is usually not described as a aims to create a system similar to the Web using speech
structured process but rather as a “stroke of luck.” All in all, we technology. The project seeks to take advantage of the rapid
found five categories of triggers, ordered from radical to growth of mobile phone use in emerging countries like India
incremental, with technology on the radical end: to help ensure that everything done on a Web browser on a PC
can be done with a mobile phone. This enables communication
• Technology with an entirely new set of potential customers, opening
• Rules and regulations avenues for opportunities such as microinsurance.14
• Other external influences
• Customers
• Internal processes

Technology “Thanks to technology, your competitor is only
As noted, the innovation trigger technology leads to the most one click away....”
radical forms of innovation. The Internet, for example, not
Executive, U.K. property and casualty insurer
only changes the way banks and insurers interact with
customers, but also with each other and with other actors in
their ecosystems through data interchange mechanisms like
those developed for insurance by the Association for Coopera-
tive Operations Research and Development (ACORD), a U.S.
insurance industry nonprofit standards developer, or for
banking by the Society for Worldwide Interbank Financial
Telecommunication (SWIFT).


Rules and regulations
When considering rules and regulations, generally only the
negative side effects are discussed. In many cases, the threat of “The innovator will always be one step ahead
changing regulations causes providers to postpone necessary of the authorities.”
improvements to systems and processes, stalling innovation. Executive, Swedish all-lines insurer
However, regulation has three positive impacts on innovation.
First, it forces providers to implement improvements that
would have been helpful or necessary anyway. Risk modeling,
for example, with its associated collection of data, can be used External influences
for other purposes like customer segmentation or product Other external influences constitute the middle ground in the
development. innovation continuum. These are mainly developments in
other countries or other industries that change the innovation
Second, regulations can engender new business models that agenda for banks and insurers by either providing ideas or
take advantage of the new rules. The European banking pushing neighboring innovation triggers (regulators or
regulation Markets in Financial Instruments Directive customers) into demanding changes to the industry. One
(MiFID), introduced in 2007, mandated stricter transparency interview respondent, a Swedish bank executive, told us that
rules for market transactions. This spawned companies with when searching for ways to improve branch efficiency with the
new, streamlined business models, like Burgundy, that took goal of increasing customer satisfaction, his leaders looked to
advantage of the directive to offer fewer but higher-volume other countries for inspiration. They discovered an interesting
transactions at lower cost to clients.15 concept in South Africa: a centrally mandated maximum
waiting time for clients in the branch office. If a client had to
Third, providers that manage to overcome conventional wait beyond the maximum time, the branch paid the client a
thinking about existing rules can gain a competitive advantage. “waiting fine.” This incentivized branch managers to push for
For example, terms and conditions for insurance contracts have efficiency when dealing with clients.
grown incredibly complex due to both regulations and fear of
litigation. One of the executives we interviewed told us how his An external innovation trigger for insurance is the healthcare
organization, a Swiss insurer, took advantage of this for a new industry. Many hospitals maintain electronic patient records
life insurance product by weeding out everything in its terms and submit bills to the insurer in realtime, which enables faster
and conditions that was not strictly necessary. This not only claims payments, as well as better fraud management by
reduced the length of the “fine print” by 50 percent, it also automatically linking to past records of claims for similar
improved transparency for customers and helped boost sales of health conditions (e.g., the tooth that was extracted twice). The
the new product by a considerable margin. increasing incidence of care can even generate new areas of
insurance. For example, “long-term care insurance,” mandatory
in Germany and offered by both public and private insurers,
pays benefits in case of long-term illness requiring extended
care either privately or in nursing homes.16


Customers Internal influences
It is fairly surprising that customers still rank so low on the Last but not least, internal influences trigger most changes in
innovation continuum. On the positive side, customer the industry. It is these myriad – and almost invisible –
centricity is slowly gaining ground. Some evidence even improvements that allow the increasing efficiency with which
suggests that firms do better over the long term when putting financial services providers manage huge loads of data and
the customer first in the stakeholder priority.17 Swedish processes. At the same time, it is the reliance on this trigger
Handelsbanken, for example, has consistently been among the that shapes the image of the industry as non-innovative since,
top European banks in terms of profitability and, at the same by most definitions, the resulting incremental innovation is not
time, has been a leader in customer satisfaction. The bank even regarded as innovation. Improvements in workflow
achieves this by decentralizing decisions to the location that management have had a huge impact on the insurance industry.
knows the respective client best – branch office, call center, Through automation, intelligent work distribution and
etc., depending on interaction mode – and generally placing specialization of the administrators, the workload per back-
more weight on the individual employee as a “window” to the office employee has increased dramatically for efficient
client with compensation based both on long-term client insurers. Although many of the changes have been imple-
profitability and client satisfaction.18 mented via technology, technology was not the driver, but
rather the tool. The trigger was the simple desire to make
For commercial banking and insurance, the customer trigger is internal processes more efficient or to better utilize available
stronger. Large or affluent customers many times have high resources.
expectations and creative requirements. Meeting these require-
ments and expectations can trigger innovation, such as on the An innovation strategy that relies heavily on internal and
product side with specialized funds or custom-tailored incremental change is purely reactive and can result in a
insurance coverage with risk mitigation services that can, over mismatch between change needed and change implemented.
time, be reused in retail insurance. Small commercial That banking and insurance industry innovation has relied so
customers can exert influence by embracing new ways to heavily on this type of strategy could be an underlying reason
communicate and share information. Increased use of social for the gap noted at the beginning of this paper – the gap
media and mobility applications could have a profound impact between the increasing complexity of the environment and
on the way insurance is researched and sold. providers’ confidence in their ability to cope with complexity
and change.

Moving upward in the innovation continuum could bring with
“We should listen to our customers more.” it an increase of speed in adapting to the complex environ-
ment – a speed increase that banks and insurers very much
Executive, U.S. retail bank
need to reach their goal of closing the gap between changed
needed and change implemented. To see how this might work,
we next look at possible models for innovation.


Large
“Because our business is all about data,
Standards Solution
automation has allowed us to be faster at builders architects

greatly reduced cost.” Innovation trigger

Firm size
Executive, U.S. retail bank Rules and
regulations Technology Customer

Technology Customer
movers advocates
Innovation models for banks and insurers
For the overwhelming majority of companies we surveyed, Small
innovation was introduced in a haphazard way – mostly the
“stroke of luck” scenario previously mentioned. Successful Source: IBM Institute for Business Value.
innovators in other industries, on the other hand, follow a
Figure 2: Innovation archetypes in banking and insurance.
consistent, repeatable process for generating innovation. As
participants in IBM’s Global Innovation Outlook 2.0 expressed,
innovation is not a department. Rather, companies should
ingrain innovation into every aspect of their operations – into innovations as necessary to keep their position. Besides
their corporate culture.19 A culture of innovation starts with influencing regulations directly – a practice that is new to the
the right mindset but also includes the tools and methods industry and thereby an innovation itself per our previous
necessary to translate the ideas that stakeholders generate into definition – standards builders generally benefit by imple-
new, workable practices. menting improvements that would have been helpful or
necessary anyway for their businesses, as discussed previously.
Using the size of the firm and the three triggers of innovation Their heavy involvement in the regulation process enables
that, in our opinion, will be the most important for future them to implement necessary regulatory-related changes early
success – technology, rules and regulations, and customers – and effectively. Standards builders typically participate heavily
as dimensions, we developed four workable financial services in shaping policy affecting their respective industries through
innovation archetypes: Standards Builders, Solution Architects, their sheer size and presence as major stakeholders in the
Technology Movers and Customer Advocates (see Figure 2). national markets, and many have regular interaction and
communication with government officials.
Standards builders are large companies that focus on the
regulation trigger. By their sheer size, they generally set
standards and are strong movers when it comes to creating and
enhancing regulation – through lobbying and through the
visibility of their actions as large companies. Their main goal is
to achieve market stability, implementing as many (or as few)


In both examples, the use of these triggers works because of
the companies’ size and reach, creating specific solutions for
“Changed rules create windows of their customers. Also because of their larger size, solution
opportunity…” architects can create and work with multiple solutions simulta-
Executive, U.K. bank neously.

Smaller providers do not have economies of scale, so they
create niches for themselves, with technology and customers
Solution architects are providers with a large customer base being the main innovation triggers. Technology movers do
and a focus on both customer and technology triggers. exactly what their name implies. They use new and less
Innovatory tendencies are generated largely through interac- expensive technology to generate new relationships or new
tion with the customer base, utilizing the creative use of modes of interaction. Nordnet, a Nordic European financial
channels to increase speed of delivery, convenience, reus- services provider that has managed to capture significant
ability and, maybe most important, identification with the market share in both insurance and banking segments, serves
provider. Nationwide Insurance and Progressive are examples as an example of this type for both industries. Because the
of this type. company is relatively young, it was able to take advantage of a
clean slate in terms of technology. With no legacy systems,
Nationwide uses a multitude of channels, from branches to Nordnet was able to focus on cost efficiency and on using
direct channel, to reach its customer base – and has embraced Internet technologies for effective client interaction and
social media as a communication vehicle. Nationwide has processing. At the same time, its Web-based customer
almost 3,000 followers on Twitter and follows more than 1,000 front-end and thus usability are consistently better than that of
users, while its Facebook page has almost 6,500 fans.20 The its competitors, stemming from the company’s early days when
company has created a strong community through its social it used technology as a playground to explore what might work
network and is using it to enable meaningful dialogue with its best for clients.24
customers. Rounding off the use of “new” media is a Smart-
phone application that customers can use to report a claim.21
Progressive pioneered an optional “pay-as-you-drive” program,
which uses technology to offer usage-based car insurance.22
The company also uses advanced analytics to help it more
“Technology puts very advanced tools into the
accurately price and insure customers who otherwise might not hands of the regular customer.”
easily get vehicle insurance.23 Executive, Norwegian bank


Customer advocates leverage their small size and strong A structured approach to the management of innovation is
relationships to create customer intimacy and focus on speed necessary to avoid having to rely on a “stroke of luck.”
of delivery. Examples are Dutch insurer Interpolis and the Questions organization leaders can ask to assist their teams as
mergers and acquisitions advisory firm Moelis & Company. they develop such an approach include:
Interpolis, a part of Rabobank group, uses a three-pillar model
of trust – trust in the customer, trust in employees and trust in • What are the main innovation triggers we have been using?
the company – to create an open environment in its market. Is internal innovation all we can find in our environment, or
Contrary to standard industry practice, claims are not checked are there possible triggers higher up the innovation
on the possibility of fraudulence a priori. Rather, the customer continuum we can utilize?
is trusted, and quick payment is the norm, with some check- • If we have been using more than just incremental triggers,
points occurring later.25 Moelis & Company focuses on client can we recognize ourselves in one of the four innovation
advice instead of selling or trading, with the stated goal of archetypes? Where would we fit today if we had been using
avoiding conflicts of interest; thus it delivers an interesting all the triggers we identified?
value proposition to its clients.26 • What type of innovator do we want to be? How can we
achieve that? What kind of input and participation is
necessary from our employees and other stakeholders to
achieve this type of innovation? Do we want to have a
“We are small and cannot compete on scale. marketplace of ideas or an innovatory elite?
• Finally, how do we want to use the above answers, setting an
We have to do things differently to succeed.”
innovation framework to become or stay the type we have
Executive, Dutch bank
identified?

By better understanding innovation triggers, banks and
Going forward insurers will be on the right path to developing an effective
The four archetypes described are not exhaustive, but rather framework to help them innovate. Whatever approach is
clusters of what we see in the market today among those banks chosen, it is important to remain consistent over a long period
and insurers that strive for more than regular internal incre- of time, with the framework serving as an anchor for this
mental innovation. For the large majority of banks and insurers consistency. By moving up the innovation continuum, perhaps
that want to implement extensive change, these archetypes can future banking and insurance players can solve the innovation
serve as beacons. puzzle and prove Mr. Volcker wrong by offering radical – and
useful – innovation for their clients.


To learn more about this IBM Institute for Business Value About the Authors
study, please contact us at iibv@us.ibm.com. For a full catalog Christian Bieck is the global insurance leader for the IBM
of our research, visit: Institute for Business Value. Christian is an economist by
ibm.com/iibv training, and he worked in various roles in the insurance
industry in Europe before joining IBM as a process consultant
Be among the first to receive the latest insights from the IBM and researcher. Christian is a frequent speaker on thought
Institute for Business Value. Subscribe to IdeaWatch, our leadership and innovation at insurance events and workshops.
monthly e-newsletter featuring executive reports that offer He has authored various papers on insurance trends and
strategic insights and recommendations based on IBV research: implications, both for the IBM Institute for Business Value and
for international insurance industry publications. He can be
ibm.com/gbs/ideawatch/subscribe
reached at christian.bieck@de.ibm.com.

Åke Freij is a solutions executive for the financial services
industry in IBM Nordic. Åke has a financial services and
management consulting background, including executive roles
both locally and globally. At IBM, he concentrates on business
development and solutions design and supports insurance and
banking clients in matters ranging from architecture to
innovation. Focus areas include implementation of regulatory
requirements, model-driven business development, innovation
from technology and component business modeling. Åke can
be reached at ake.freij@se.ibm.com.

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