Thoughts, real-world observations, and anonymous examples – good and bad – regarding the use of Web/Social/Mobile technology in the insurance industry. Follow Mike Wise, President WebWisedom LLC, for the latest in Social Technologies.
June was an action-packed month for me, criss-crossing the country multiple times, speaking at four different events, talking with a lot of people about Social Tech and insurance, meeting with clients, and working with a non-profit in Thailand via Skype. As the local psychologist said about Dr. Mavin at the end of What About Bob after Dr. Marvin leaps and tackles Bob at is own surprise birthday party, “It’s a lot to bite off all at once…”
But the intersection of travel, speaking with people, presenting, and meeting with clients caused me to discuss with others the following critically important question:
(Btw, scan the most recent public tweets on “Insurance #SocBiz“.)
Following are some thoughts based on what I’ve seen and heard around the industry. What do YOU think? I’ll drop a few observations, but I’d like to hear yours, as I’m sure other readers would as well. Please spend a few extra minutes here. I know our time is scarce, so every drop of clarity helps.
Clearly, Social Business touches the entire enterprise, literally top to bottom. That said, making this transition in the traditional insurance company is problematic on a number of levels. Much has been written about these barriers.
The way I see it, the solution must begin with a highly educated and energized leadership team, that clearly understands what’s at stake, and what the opportunity is relative to the competition, driving Social Business down and through the enterprise.
But am I out on left field on this? Does leadership REALLY need to understand #SocBiz?
Phase 1: The right starting point seems to be a C-Level Social Business Leadership Training Session, possibly to follow with a replay for invited clients and guests. That provides the necessary knowledge to generate the needed sponsorship and funding of the ensuing phase.
Phase 2: Form a cross-functional team and work through a cross-functional process for Strategy Development over a 6-12 month period. The outcome of this would be a holistic, enterprise-wide, implementation plan suitable for the next 2-3 years.
Phase 3: Depending on the size of the enterprise, (and this isn’t being done yet anywhere that I can see) is to deploy a Chief Social Architect (CSA), reporting to the CEO, with a corresponding team to oversee and support the implementation and rollout of the strategy in every department, at every level.
After 3-4 years, Social Business would then be embedded in the enterprise. Mission accomplished. A Center of Excellence and a CSA would likely be unnecessary at that point. “Social” is now assumed, much like “e” is today.
What do you think?
Based on my experience these last 10 years, effectively transitioning to #SocBiz seems like a 3-4 year initiative that has considerable longterm implications.
Please comment. Thanks SO much.
Amazing! So glad I went!
Background: I found out about the European Insurance Forum via my Social Tech River of Information and a video put out by WRIN.TV – World Risk and Insurance News. (Sidebar – I had the chance to sit next to John Greene, founder of WRIN.TV. Grateful. More on that later.)
First, breaking news. So pumped to be going to the #EIF2014 Meeting in Dublin, Ireland in two weeks. Can’t wait to learn about the European Insurance scene! I’m also trying to organize a Tweetup in London the day before. #LondonInsTweetup14 (Btw, thankful for understanding how to leverage the concept I teach called Rivers of Information. I’ll tell ya! UBER useful when you have to learn about something fast.)
Also, I greatly appreciated the previous comments last time on the question about a future shift away from internal email and onto Internal Collaborative (i.e. Social) Networks. Great takes. Thank SO much.
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