How can insurers modernize while keeping legacy operations running?

Insurers can modernize while keeping legacy operations running by protecting the capacities needed for daily service and introducing focused improvements tied to a long-term plan. Leaders should identify which processes need to change, provide the necessary skills, and establish clear ownership before expanding implementation. Modernization should improve how work gets done without assuming that existing systems, reporting, or operational responsibilities can immediately be replaced.

At Digital Insurance 2026, Mireia Rojo Arribas, Chief Data & AI Officer at Mapre, emphasized the importance of connecting change to business outcomes: "You need the right operating model. You need the right roles and responsibilities. And in some cases, you might have to upskill or think about different skills." She cautioned against adding AI agents that simply reproduce existing workflows. Her presentation illustrated how agents could gather and summarize claims information while an adjuster retained responsibility for the final decision, with monitoring and exception handling supporting the process.

Another recent conference conversation described bringing in specialized talent because internal employees were already occupied with established systems and daily operations. Sharing the long-term transformation strategy with that partner helped align short-term resource needs with broader business priorities.

CIOs, IT operations leaders, and transformation executives should begin with a limited workflow and document its dependencies on existing systems and staff. Assign responsibility for maintaining daily service; identify the expertise needed for the improvement; and establish checks for data quality, reporting, and exceptions. Review each project against the long-term plan so that a useful local improvement also contributes to the organization's intended direction.

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