Dive into the world of corporate insurance innovation with as Dan White, Managing Partner at Ninety moderates this panel discussion with Steven Zuanella, Group Chief Digital & Innovation Officer at Generali, and Stefaan de Kezel, Director – Innovation at Baloise Insurance. Discover how best to build an innovation operating model.
Transcript
0:01
[Music]
0:07
hello and welcome to insure tech connect
0:10
my name is dan white and joined by two
0:13
illustrious innovators from the world of
0:15
corporate insurance innovation um can i
0:18
ask you guys to just introduce
0:19
yourselves briefly i’ll explain then
0:21
what we’re going to be covering off
0:22
today and why i’ve asked the two of you
0:25
to come and speak with me about this
0:26
stephen could i start with you
0:28
yes good morning good afternoon good
0:30
evening everybody it’s great to be here
0:31
on the panel with you dan uh so my
0:33
name’s steven zuanella i’m currently the
0:35
group chief digital officer for general
0:38
ali um and previously i was scripture
0:40
digital officer for rsa and zurich um
0:43
and working for barclays and prudential
0:45
so broad experience across financial
0:46
services and my roommate today uh and in
0:49
the last uh year and a half with gen ed
0:51
alley has been to drive digital
0:53
transformation and most importantly
0:54
innovation right across our organization
0:56
great to be here thank you stephen
0:59
and stefan
1:01
yeah great to be on the panel as well
1:03
dan and steven so thank you for inviting
1:05
me
1:06
i work as the director of innovation and
1:07
business development for a group called
1:09
ahia so that’s an insurer active boat in
1:11
europe and in asia and my role is
1:14
actually a group rule for innovation
1:16
where we try to accelerate what is
1:18
happening locally and try to facilitate
1:20
innovation within our countries
1:23
thank you stefano thank you both for
1:25
being with us today and for for giving
1:28
your time to engage with this
1:29
conversation um so my name is dan white
1:32
i’m managing partner at 90 we’re an
1:34
innovation focused consultancy
1:36
specializing in the uh insurance sector
1:39
um stephen for instance has been a
1:41
client for a long time and i’ve known
1:42
stefan for a number of years and the
1:45
that’s why i’ve asked them both to to
1:47
engage on this panel because i know
1:48
they’ve both got well-formed and very
1:51
experienced views on the question of how
1:53
do you best
1:54
build an innovation engine or mechanism
1:57
or operating model within a large scaled
2:00
insurance business both of them are paid
2:02
to do that both of them have done that a
2:04
number of times
2:05
and
2:06
both of them have engaged with me very
2:08
helpfully over the last year on a piece
2:10
of research that we’ve carried out
2:12
um
2:13
uh published on our site90.com called
2:16
the blueprint
2:17
which is where we’ve looked at the
2:19
question of how do the world’s top 250
2:21
carriers do innovation what’s working
2:23
well for them what’s not working so well
2:25
for them and it’s that set of questions
2:27
that i really wanted to
2:29
to dig into today
2:31
um so let me just start if i may guys
2:33
with a
2:34
uh one of the the findings in that piece
2:36
of research which was that innovation
2:39
seldom seems to be a static thing
2:42
it seems to to ebb and flow um i call it
2:45
the roller coaster a model where
2:48
one year everyone within a particular
2:50
insurer is is really investing into
2:52
innovation really believes in it really
2:54
um perceives it to be the big thing
2:57
and uh and everyone backs it heavily
3:00
a year or two later question marks are
3:02
starting to arise and then
3:04
the the slippery slope of the the down
3:06
slope of that roller coaster kicks in
3:08
and we start dismantling and
3:10
disregarding uh sorry of discarding uh
3:13
what we’ve just built and that that
3:15
cycle seems to repeat itself time and
3:18
time again
3:19
and so i’m just curious as to your views
3:21
and maybe stefan if i could start with
3:23
you why does innovation
3:25
why do innovation mechanisms so often
3:28
seem to come unstuck and fail
3:30
within an insurance business
3:33
well i’m not sure if it’s certainly in
3:34
the insurance business but but i compare
3:36
it a bit to what i would call an iceberg
3:39
where actually there’s innovation all
3:41
the time in in most of the business but
3:43
most of that is what we would call
3:45
incremental innovation
3:47
and that is what i would call below the
3:49
water line so you don’t usually see it
3:51
people don’t tend to brag about it but
3:53
it’s highly useful and tends to create a
3:55
lot of value for uh most of the
3:57
businesses now what people tend to see
3:59
however is what happens above the
4:01
waterline so that part of the iceberg
4:03
but those tend to be driven by whatever
4:05
is happening in the environment and so
4:07
those projects tend to be more ad hoc or
4:11
driven by certain events
4:13
of course usually also are more prone to
4:15
failure because typically they tend to
4:17
be a bit less close to the business that
4:19
that we’re in
4:20
and therefore they attract more
4:22
attention but also when they fail or
4:24
when they don’t go as planned or when
4:26
simply circumstances
4:28
change people start doing different
4:30
things and this is why i think you
4:32
sort of see this kind of innovation
4:34
mechanisms adapting to whatever is
4:36
happening in in the environment and so
4:38
you’re looking at what’s happening at
4:40
the top but the the bottom part which is
4:42
what most of the innovation at least for
4:44
me is about that for me is fairly stable
4:46
it’s more the part that sits on top
4:48
where indeed it tends to change and
4:50
fluctuate quite a bit
4:52
the innovation theater yeah interesting
4:54
and stephen what’s your what’s your
4:56
sense of this
4:57
so look i think for me
4:59
innovation has been around since as long
5:01
as i’ve been around and way before us so
5:03
this isn’t a new concept the big
5:05
challenge for us is how do you do it
5:07
successfully in corporates and
5:09
particularly in my case in large global
5:11
corporates when you have different
5:13
cultures and different uh ways of
5:15
working right across the piece now we
5:16
define genetic innovation at genet alley
5:19
as a very broad concept
5:21
where we want people to to make
5:23
improvements whether it’s day-to-day
5:24
improvements or whether it’s step change
5:27
improvements and new propositions so we
5:29
cover a broad spectrum of of innovation
5:31
activities um and i think you know the
5:34
the the amount of innovation going on
5:36
within any company including generali is
5:38
actually pretty significant we’re just
5:40
not able to see all of it at the same
5:42
time so i’m a big believer that
5:44
innovation happens whether we want to
5:46
facilitate it or not
5:48
what we can do is is to make a real
5:50
difference and translate the the energy
5:53
on innovation into processes and
5:56
solutions that can actually have an
5:57
impact over the short medium and long
5:59
term for our customers for our people
6:01
and ultimately for our shareholders and
6:03
so i’m a big believer in it there’s no
6:05
silver bullet unfortunately which is why
6:07
we’re still talking about this after a
6:09
number of years um but there are plenty
6:11
of models i’m sure we’ll get into them
6:13
in terms of how we can see success and
6:15
how we can encourage success and avoid
6:17
some of the failures of the past uh and
6:19
of today
6:21
yeah i think that’s um
6:23
it occurs to me and i think
6:25
we’ve seen this and we’ve talked about
6:26
it before that uh
6:29
quite often that failure is linked to a
6:31
failure to scale
6:32
when uh when when the onlookers
6:34
particularly the cfo is looking at the
6:37
spend in in that top layer of the
6:39
iceberg above the the water lines to
6:42
find
6:43
they’re looking for outcome they’re
6:44
looking for scale success they’re
6:46
looking for a bottom line return and
6:47
when that scale does not happen
6:51
what is the point right and so that that
6:53
top line gets gets a haircut
6:56
which leads me to a question i guess
6:57
you’re both looking after innovation in
6:59
large international groups where in
7:02
those groups is innovation best done and
7:05
so stephan i take your pointer out about
7:07
it that below the water line
7:10
that the bulk of of that tactical
7:12
horizon one type innovation is happening
7:14
anyway
7:16
that stuff that’s a little bit more
7:17
nebulous a little bit more risky where
7:19
is that best placed within a large group
7:22
insurance business
7:23
well for us it’s best placed locally um
7:27
and and so close actually to the market
7:29
because initially
7:31
we we assume at least that this is
7:33
driven by whatever the market is
7:34
demanding or the customers are
7:36
demanding so it’s only logical that it
7:38
would sit close um to where that
7:40
business is sitting which is
7:42
local and not global the role of global
7:46
in that is for us this is slightly
7:47
different there it’s more that we can
7:50
bring concepts or developments that have
7:51
been made in one market you can
7:53
transport them to other markets and so
7:55
you can go faster in those markets but
7:58
again context is really important we’ve
7:59
seen cases where things can be adopted
8:02
fairly easily and the other way around
8:04
where you something that works really
8:05
well in one market and you bring it to
8:07
another market and you see there’s
8:08
virtually
8:10
no
8:10
interest i think you shared with me um a
8:13
couple of tips from from your experience
8:15
about things that are easier to scale
8:18
from one market to the other in that
8:20
group context and from memory one was
8:22
things that are more back office
8:24
type innovations rather than
8:26
propositional ones
8:27
and the second thing that i think you
8:28
told me you found had scaled more easily
8:30
was things that were external forms of
8:32
innovation rather than
8:34
ideas born inside is that right
8:38
that is correct indeed the the the more
8:40
back office ones or let’s say
8:42
operational improvement ones you could
8:44
call them as well they tend to have uh
8:46
the attention immediately of the
8:47
business people um because the uh the
8:50
benefits emerge much faster and usually
8:53
then there’s also some similarity
8:55
in what you’re looking at a claims
8:57
process in one country looks fairly
8:59
similar usually to a claims process in
9:01
another country
9:03
so that tends to work well
9:05
external ids tend to have their benefits
9:07
as well depending on of course what is
9:10
the the nature that you’re looking at
9:12
because that depends largely also on
9:14
what countries are currently investing
9:16
in or looking in
9:17
you might have something really smart
9:19
about uh just say telematics in one
9:21
country but if in another country
9:23
telematics is not a topic at all there’s
9:25
very little point in bringing that to
9:26
the other market
9:29
stephen how does that how does that play
9:31
out across generali in terms of where
9:33
innovation is sitting and being driven
9:35
and most naturally feeling comfortable
9:37
so it’s a little bit like stefan
9:40
we we tend to uh to split some of the
9:43
innovation activity um
9:46
so we we obviously prefer local
9:48
innovation activity where that’s closest
9:49
to the customer uh and that can be most
9:52
efficient and effective there but i
9:53
guess slightly differently to to rjs
9:56
maybe um that we are we have also a
9:58
central innovation function
10:00
and what we would like to do and what we
10:02
are doing is where there are ideas that
10:05
are not particularly attached to a
10:06
specific marketplace so probably some of
10:08
the horizon 3 ideas that are more out
10:10
there um that need some capability that
10:13
is and skill sets that the businesses
10:15
don’t always have then we think that’s
10:17
best led either in the center or so on a
10:19
different group from from away from the
10:21
market coalface where they face the
10:23
day-to-day pressures of getting the
10:24
short-term results and given that we
10:26
cover 55 countries globally there’s a
10:29
huge diversity of capability within
10:31
those markets so for us a generality
10:33
it’s a mix of local innovation where we
10:36
possibly can and we support that from
10:38
the group in terms of uh funding and
10:40
we’ll talk about that later and also
10:41
some capability and then where we think
10:44
we should step outside the box and be
10:46
slightly more risky and slightly taking
10:47
away from the short-term view well we
10:50
think that should be done more towards
10:51
the center
10:53
so that’s the model that we saw quite a
10:54
lot in in the research uh that i
10:56
referred to is that that higher risk
11:00
more nebulous
11:01
um forms of innovation happening at the
11:03
center because no one else is gonna have
11:06
that within their um their annual
11:08
targets
11:09
but does that not require stephen a a
11:11
level of patience and commitment from
11:14
therefore the group exec type
11:16
of person that’s going to understand
11:19
that these ideas are potentially going
11:21
to take three to five years to start to
11:23
mature and to to demonstrate some return
11:26
yes it is and um you know are you if
11:29
you’re asking whether my board is
11:30
patient uh by the the answer to that is
11:33
is no because like any other board they
11:36
want results um and so uh i think what
11:39
specifically now they were in this
11:40
crisis um the health crisis and the
11:43
economic crisis is putting more pressure
11:45
on the on the short term uh i guess
11:48
performance of the business uh but i
11:50
think it’s our job and and so far we’ve
11:52
managed to do it in general
11:54
to tell to tell the business that
11:56
there’s a balance between some of the
11:58
short-term um incremental improvements
12:00
we can make through innovation and some
12:02
of the longer-term bets that we’re going
12:04
to have to take a little bit more risk
12:06
over a little bit more time over and
12:08
actually wait to see the results and
12:09
actually i think we’ve got that balance
12:12
i think about right at the moment but it
12:14
also requires for us to be able to tell
12:17
a story that is compelling to the board
12:20
telling them why it’s important to do
12:22
this because of course nobody wants to
12:23
sit here and say i’ll give you a 10-year
12:25
return maybe
12:27
what we want to be able to say is we
12:29
need to do this this is exactly the
12:30
rationale why we need to do it these are
12:33
the threats that we’re facing these are
12:34
the opportunities that we might be able
12:35
to embark upon unless we do innovate and
12:38
take some risk we’re never going to take
12:40
advantage of that and of course it’ll be
12:41
a balance in some cases we will fail and
12:44
that’s not a bad thing uh as long as
12:46
it’s not every time and in some cases
12:48
we’ll succeed and when we succeed it’ll
12:49
make up for the failures so it’s a
12:51
balance of that discourse i guess with
12:54
the with the patients of our exco uh
12:57
trying to show them that there is a
12:58
long-term view here that can be proven
13:00
and that can give us results but it’s an
13:02
ongoing discussion it’s constantly
13:04
changing
13:05
and this crisis of course has brought
13:06
that to our head right now too
13:09
yeah i think for me this um this speaks
13:12
to prioritization what are we
13:14
prioritizing as innovation activities
13:16
how do we select the ideas in our
13:18
innovation portfolio and one of the
13:20
things that’s that i see as i speak to
13:23
people around the market is that
13:25
um scarcity has become the the driving
13:28
force right as everyone has kind of
13:30
wound back as investment returns have
13:32
dipped significantly um people are
13:34
making these these investment decisions
13:36
from a position of scarcity and i’ve
13:39
always been a big believer actually that
13:41
scarcity drives really good decision
13:42
making when you’ve got less money
13:44
you’re much more picky about what you
13:46
back and so some of the ideas which are
13:48
really getting a lot of traction a lot
13:50
of investment right now are ideas which
13:52
maybe a year ago were optional and
13:54
they’ve become table stakes stefan is
13:56
that some
13:58
that kind of selection process around
14:00
ideas
14:01
how’s that playing out for you and at
14:03
the gs
14:05
this is again mainly something that
14:07
happens at local level um at group level
14:10
uh it’s slightly different in the sense
14:12
that we have a close monitoring in need
14:14
of what is happening around us so the
14:16
trends that we see
14:18
emerging and what we then need to do to
14:21
respond to those trends and so what we
14:22
did see was a number of areas that we’ve
14:24
selected which have become more
14:27
prominent and what we then typically
14:28
tend to do is gather a number of people
14:30
from various opcos to work uh on on
14:33
those specific topics but ultimately the
14:35
way that they’re then implemented or
14:37
what is actually done with them that’s
14:39
always something that happens locally so
14:41
you need a market that’s basically you
14:43
need a market where you want to go and
14:44
test out some of that stuff you can’t do
14:46
that at a group level where you don’t
14:49
necessarily have a market or customers
14:51
or any of these things but people
14:52
together do that and yes there are a
14:55
number of trends that have become more
14:56
prominent actually and you call it
14:58
scarcity but sometimes it’s it’s uh what
15:01
i would call now choices become
15:02
self-evident because of the market
15:04
simply putting you in front of a number
15:06
of things that have evolved much faster
15:08
that were on your or your radar or
15:10
whatever you were using to look at
15:12
what’s happening but they’ve now become
15:14
at the forefront simply because of what
15:16
happened around you and that actually
15:17
makes choosing easier
15:21
yeah and um
15:23
stephen you mentioned funding earlier
15:26
um
15:27
so
15:28
funding and scarcity and that kind of
15:30
self-evidence
15:31
selection of ideas i rather review
15:33
funding local ideas from the center
15:37
so let me let me just say a quick word
15:39
on on scarcity then i’ll answer the
15:41
question on funding
15:43
i don’t know what i don’t know what it’s
15:44
like at 90 if you have unlimited budgets
15:46
for everything but scarcity is a concept
15:48
we’ve always had to live with it’s not a
15:50
new thing um and so actually that forces
15:53
us always to make decisions around
15:54
prioritization and i guess what’s
15:56
happened now with the with the uh the
15:58
economic and health crisis is that we’ve
16:00
had a new dimension come in very quickly
16:03
very hard that’s forced us to make
16:05
alternative decisions so some of the
16:06
areas that we were focusing already on
16:09
that we’re focusing even more now are
16:11
things like remote working so hence this
16:13
conference being done virtually rather
16:14
than face to face that’s gone from 90 in
16:17
the office to 90 percent at home
16:19
literally overnight
16:21
if we look at some of our sales
16:23
capabilities that within generally
16:25
across our different countries you know
16:27
it’s critical that we’re able to sell
16:28
remotely now to everybody because
16:30
clearly people can’t see people and so
16:32
we put a lot of focus on that and with
16:33
that comes a security
16:35
and the uh and the uh the protection for
16:38
customers and for the company as well
16:39
that needs to go with that in a virtual
16:41
space in terms of your question around
16:43
funding yes we do co-fund um uh what we
16:47
would suggest are good ideas from our
16:49
businesses we want to encourage them to
16:51
take risk we want to encourage them to
16:53
step out of their day-to-day
16:55
routine and to develop new propositions
16:57
for customers or new technologies for
16:59
our brokers for example our agents or
17:01
new solutions and products
17:03
and we do therefore take an approach
17:05
where
17:06
roughly speaking we say the more risk
17:08
you take the more money we’ll put in and
17:11
if you collaborate because we’re a
17:12
global organization uh operating across
17:15
multiple geographies so if you get
17:17
together with your mate across the
17:18
border we will double the amount of
17:20
funding we give you so we’re trying to
17:22
encourage behavior whereby we can help
17:24
innovation flourish but also to at the
17:26
same time drive collaboration between
17:28
markets where that is
17:30
possible thank you and stefan is that
17:33
something that you’ve you’ve
17:35
had to try out
17:37
i think we have a similar approach in
17:40
the sense that we look at every file for
17:42
its own merits so if somebody comes to
17:44
group and requires either funding or
17:46
assistance or whatever we will look at
17:48
the file but it needs to have a
17:49
dimension that goes beyond the the
17:51
country that is submitting uh the file
17:54
there has to be some sort of group uh or
17:56
at least a number of geographies should
17:58
be
17:59
interested and then we will have a look
18:01
at it and judge the file on its own
18:02
merits and if it’s something that we
18:04
consider that would be useful for
18:06
multiple geographies then indeed we will
18:08
we will also support it be it
18:10
financially or by with resources
18:13
great
18:14
um thank you for your your thoughts on
18:17
on those various topics i’d like to just
18:19
spin the the conversation in a slightly
18:21
different direction now just to look at
18:23
the human elements of innovation
18:26
um my sense on this is that um
18:29
humans are necessary
18:31
to
18:32
innovation we we bring the creativity we
18:34
bring the risk taking that
18:36
entrepreneurial
18:37
drive and that ability to spot the the
18:40
random connections
18:42
and yet it seems to me
18:44
that
18:45
it’s often we humans that get in the way
18:48
of innovation and some of the the
18:50
characteristics that i i would say came
18:53
through in some of our east were in some
18:54
of our research were
18:56
a lack of willingness to be accountable
19:00
um often a lack of humility
19:02
um amongst uh those of us in the
19:04
innovation space and i’d certainly level
19:06
some of those criticisms of myself um i
19:10
wonder if i put the question to you what
19:11
is what does the perfect innovator look
19:13
like as a person what are the
19:14
characteristics and attributes that you
19:16
would look for
19:17
in senior members of your team
19:20
what would you describe um stephen
19:22
can i i know you’re looking for someone
19:24
so this is just a quick side advert
19:26
stephen is looking for great innovation
19:28
talent right now um
19:31
i suspect all the time this goes live uh
19:34
we would have found him or her
19:36
but when it comes to innovation um we
19:39
need to have people that uh
19:42
understand business first and foremost
19:43
this is business ultimately let’s not
19:45
forget that it’s not a game understand
19:47
the business um but have an open mind
19:50
in terms of challenging the status quo
19:52
because
19:53
as any business you know we’ve been
19:55
around for hundreds of years we’ve built
19:57
up processes and cultures over those
19:58
years that sometimes need to be
20:00
challenged and it needs to be challenged
20:02
in an open and transparent way and so
20:04
that person needs to be able to have the
20:05
energy to be able to challenge the
20:07
status quo they also need to bring a
20:10
good deal of humility with them um and
20:13
not because humility is good generally
20:15
but because when you’re talking to 55
20:17
different businesses about innovation
20:20
the last thing you want to do is go in
20:21
and say oh i know best about innovation
20:23
i’m going to tell you all about it you
20:24
just sit down and listen to me and then
20:26
we’ll be fine that doesn’t work and so
20:28
you need to build rapport with those
20:30
businesses and you need to get them to
20:31
do what you think they need to do with
20:34
them owning it because they are the
20:35
ultimate p l owners and so therefore a
20:37
great dose of humility will help in that
20:39
building relationships and then finally
20:41
i would say they need to be able to
20:42
build relationships and to influence
20:44
senior leaders right across the
20:46
organization um going back to the point
20:49
you made earlier dan about you know
20:51
there are expectations in organizations
20:52
we need to manage those we need to work
20:54
with them and try and break out of the
20:56
framework to try and achieve innovation
20:58
while still achieving the results that
21:00
innovate or head of innovation needs to
21:02
be someone that can stand up in front of
21:03
the ceo tell a great story convince them
21:06
this is worthwhile doing and get the
21:07
momentum and the energy going and so
21:09
there’s a human spirit there that needs
21:11
to be really alive and enthusiastic uh
21:13
to drive that forward so any candidates
21:15
you please uh email me later please yeah
21:18
do get in touch
21:20
stefan how about you what’s your what’s
21:21
your perfect innovator look like
21:24
uh i think i’m going to echo much of
21:26
what
21:27
stephen has said i don’t think that
21:28
there’s a sort of a
21:30
proven success
21:32
formula for what is a good uh
21:34
innovator so all the things steven said
21:36
and perhaps one additional element which
21:38
is
21:39
uh
21:40
being able to be very very patient and
21:43
that
21:44
especially in an insurance environment
21:46
you’re coming into an environment into
21:48
businesses that have existed for
21:49
hundreds of years
21:50
um so it this is not the kind of uh
21:53
environment that
21:55
appreciates the sort of shock and awe
21:57
approach that that some of these people
21:58
uh would bring so you need to be able to
22:01
to to have a lot of patience and to see
22:04
things evolve gradually
22:06
um resilience right
22:09
that’s uh one of the the primary um
22:11
attributes
22:13
very good well listen i think we’re
22:14
going to be drawing our conversation to
22:16
a close but what i wanted to do just as
22:18
a last thing is just throw throw the
22:21
throw the the mic back to each of you
22:23
and turn stephen i’ll start with you
22:25
maybe just any final comments thoughts
22:27
or or um
22:29
can i cheer on messages for the
22:31
innovation community around the world as
22:33
we um as we connect virtually in this
22:36
insurgent connect
22:37
um i think the need for innovation now
22:40
is greater than it ever was before if
22:42
you look at what’s happening in the
22:43
world around us not just coronavirus but
22:45
the economic change
22:46
the digital transformation that’s
22:48
happening we’re all being asked to uh to
22:51
work in different ways to work faster
22:53
quicker smarter cheaper
22:55
and actually the only way to do that in
22:57
a way that is going to benefit everybody
22:58
is to innovate and even innovate
23:01
consistently and consistently well and
23:03
so that’s a real challenge for all
23:04
organizations
23:06
you may be sitting out there thinking
23:07
like yes but innovation is great at a
23:09
conference but when i get back into my
23:10
business nobody wants to do it they all
23:12
want to focus on running the p l day to
23:14
day what i would say to you is is have
23:16
faith keep persisting keep getting help
23:19
from the outside in if you can’t get the
23:21
the traction into internally and then
23:23
find those stakeholders internally who
23:25
are enthusiastic about change and
23:27
innovation and use that to build a steam
23:29
of steam of energy to then really drive
23:31
change across your organization it will
23:33
happen it’s just a matter of when thank
23:36
you stephen and how about you stephanie
23:37
last message
23:39
for our audience today
23:41
i think there’s never been a greater
23:43
time to uh to do innovation leaders
23:45
there’s never been so much change but
23:47
also never been so much willingness to
23:49
change whether that’s now been driven by
23:50
the environment or by other
23:52
sort of even the things like the the
23:54
pandemic has pushed forward a number of
23:56
things that we mentioned
23:58
like daily working just being a simple
24:00
example but still creating a flexibility
24:02
and adaptability that we’ve seen people
24:04
enjoying and actually people thriving on
24:06
it so i think if you want to if you want
24:08
to be in this space i think it’s the
24:09
best of times to be in this space i
24:11
think there’s never been an openness and
24:13
a willingness to embrace it uh
24:15
more than today so
24:17
yeah if you want to do it go for it just
24:19
you know be entrepreneurial take the
24:21
chance and and and eat also again be
24:24
patient uh but but resilient
24:27
thank you stefan and thank you steven
24:29
both um
24:30
a fantastic encouragements for the
24:32
community out there and yeah i just echo
24:34
that there’s some really exciting stuff
24:36
going on uh right now we’re in the in
24:38
the process at 90 of pulling together
24:40
our idea pulse report which is a a state
24:42
of innovation in insurance so we’re
24:44
looking at the ideas and insurance and
24:46
it’s some really exciting stuff coming
24:48
through
24:49
um
24:51
so my thanks to to you stephen thank you
24:54
for joining from general ali and and
24:55
stephane thank you for joining from a gs
24:57
really appreciate your wisdom the time
24:59
you’ve put in today
25:00
thank you to the audience uh for your
25:02
time attention please do feel free to
25:04
reach out to any of us through linkedin
25:06
in follow-up to listen enjoy the rest of
25:09
intro tech connect goodbye
25:12
thank you
25:13
thank you