Jamie Yoder

Five design principles can move a strategy beyond siloed activities, producing a bionic organization.

The fundamental question is how insurers can capture the market for financial wellness before competitors in other industries do.

A more strategic approach to cost management will become an imperative for growth in 2018 and beyond.

Small commercial is a large and interesting market that has changed little and is now ripe for disruption.

Changes in the employee-employer dynamic are making investments and growth prospects in the group sector more attractive.

Industry leaders are starting to leave behind the “fast-follower” mentality, reallocating investments to customer-centricity and differentiation.

Macroeconomic forces have been fueling a contentious debate between brokers and underwriters on compensation, leading to a war of words.

Most insurers are looking outside the industry for the best ways to improve their systems, processes and products.

In small commercial, carriers must look beyond their portfolios and optimize the whole value chain.

Insurers can explore new revenue models and ways to improve profitability that did not exist even just a few years ago.

PwC's 20th CEO Survey finds that 86% see technology having major impact on competition within five years.

The growing presence of insurtech companies is not a threat, but rather is creating real opportunities for the industry.

The Economist says most executives (54%) ignore the challenge from FinTech or talk about disruption without making any changes.

Traditional insurers believe that 21% of their revenue is at risk to InsurTech start-ups within five years.

Innovation in insurance can largely be attributed to technological advances, such as blockchain, from outside the sector.

The pace of change in the global insurance industry is accelerating more quickly than could have been envisaged.

Artificial intelligence will identify, assess and underwrite emerging risks and identify new revenue sources.

There are six opportunities that incumbents need to explore to meet customer needs while improving core functions.

Here is a look at how the tipping point will play out in each key insurance sector and at how businesses can capitalize.

At the tipping point, here is a look at the five factors -- social, technological, environmental, economic and political -- that matter most.

To end up on the right side of the tipping point, insurers need to look years ahead and keep pace with a series of developments we call STEEP.

Reinventing life insurance is necessary to get the industry out of doldrums that have lasted for decades. A proven method is the "LITE" model.

Despite the disruption, the PwC Global Survey finds most insurers focused on doing what they already do, just via a different channel.