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Crayon Beats Calculator - Creativity As The Insurance CEO's Answer To Growing Complexity

A recent IBM study of 1541 Insurance CEO’s, general managers and senior public from 28 countries shows that creativity is believed to rank above rigor, management discipline, integrity and vision in a company’s ability to remain ahead.

In a statement from an IBM executive, Mark Lewis, it was stated that rising complexity, such as that induced by increased government intervention, calls for the insurance companies to be led with bold creativity and connect with customers in imaginative ways.

It was even noted that simplicity as well as customer centricity are key priorities for these executives. And getting closer to customers was at the top of the list for 90% of them.

Creativity is Like Porn

Well this subhead was just a creative way to get you to read further; but it is relevant. Creativity is something that many consider hard to define, but you know it when you see it.

According to Wikipedia, Creativity is the ability to generate innovative ideas and manifest them from thought into reality. The process involves original thinking and then producing. This last word of these two sentences make up the key to the creativity castle. When creativity meets commercialization, you have innovation.

Innovation = Creativity On Amphetamines

Creativity should not be thought of as a random event. While some see creative people as lacking discipline and rigor, if a viable product, service or model is the outcome, this characterization does not hold up. The most creative people operate iteratively versus once and done. The willingness to tolerate ambiguity and knowing you can change the plan after you learn more is key. And so is the pace at which it is done. When you speed up an iterative process, sometimes you do not see all the little steps in between that got you from point A to point B. But they are there. Creative minds tend to do this very rapidly, sometimes unconsciously.

In fact, we consider innovation a very disciplined process that stacks the deck in the favor of success. While creative ideas may flow freely, the process of testing, prioritizing and communicating these ideas is what makes them succeed or fail in the marketplace. There must first be a deep insight, then the idea, then flawless communication; in that order.

Two Outta Three Ain’t Bad, Or Is It?

We disagree with Meatloaf. If one of these three things is done out of alignment, the innovation will fail in the marketplace. Creativity is required in all three areas, to ensure that many possibilities for solutions and opportunities are seen. There are creative ways to do research and interpret insights, there are creative ways to come up with ideas and there are certainly creative ways of communicating them.

Three Tips (and quick reads) for Bringing Creativity Into The Three Circles

  1. To get the insight you need, make it simple.
  2. To generate creative ideas, think like a kid.
  3. To ensure you are communicating it the right way, ask your grandma.

Thanks for reading to the end. Hopefully these tips will help you in your business. If not, as a consolation prize, you got to experience sex, drugs and rock and roll all in one business article.

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Discussion:    Add a Comment | Comments 1-8 of 8 | Latest Comment

June 21, 2010 10:43 AM

Maria

Thanks for the interesting post.

If simplicity (which is needed for creativity) is the opposite of complexity, do executives have a systematic means for identifying complexity and then start working towards reducing it?

June 21, 2010 11:40 AM

Thanks for reading and especially for responding! Great question. I don't know that all executives have a systematic means for identifying complexity, however I think the best CEOs instinctively know when it is occurring based on the level of tension in a given area of their company. If there is tension in the customer services areas, as an example (ie heavy complaints, recurring questions, loss of business) there is a good chance that complexity is present. Same holds true for internal tensions between departments as well. Larger organizations are of course more likely to experience this. One of the best solutions for reducing complexity is also a great tool for generating new ideas is to bring outsiders into the process. If you are experiencing complexity, sometimes the best streamlining/simplifying solutions can come from people who do NOT know your business well, but they deal with other issues that are similar. We do this with firms all the time at Maddock Douglas. Another cool idea is to put children on your management team! While I haven't seen this done in corporations (other than in the movie "big") I think it would be a dynamite idea because they always look at things in the most simple way. :)

June 21, 2010 12:37 PM

I agree with you that some experienced executives have a flair for intuitively identifying complexity drivers. For some management activities, nothing beats instinct.

But for many of the hard-nosed operations where there is significant amount of data being collected, quantifying complexity can be a highly effective means of reducing drag, improving efficiency and/or profits. Instincts cannot provide all the answers.

We have seen this in banks/retail outlets - high complexity branches are typically the low margin outlets.

I am curious to find out if there is an interest in this type of approach from the insurance industry, for example in ranking or rating products by complexity.

June 21, 2010 3:20 PM

From my experience in the insurance industry, I think there would be some interest in this from the people who are really into analysis. I bet there is a model that some execs would like, such as a "complexity drag quotient" or a "noise coefficient" that would help people size up the order of priority as to where to focus. Perhaps there is something like this in existence. Sounds like an idea worth kicking around!

June 22, 2010 8:10 AM

Hello  there,

as an "experienced" member of the international insurance industry  (broker, chief risk officer, reinsurer and insurer) I have through the years discovered that Planet Insurance does not like change, nor appreciates creativity.   However, I have been in an fortunate position to push the market the extra mile (based on my needs and ideas as a customer) , and found out that insurer and reinsurers can take immense pride and satisfaction when something "different" or "exotic" has been achieved. It is just a pity that in most cases the entity in need for solutions has to figure them out itself. But then again, why should I complain, it has kept my brain trained and going for the last 15 years !

I do wonder if complexity is one of the causes for this attitude, however, I'm inclined to believe that "fear for the unknown" and "responsability issues" (what do I do if things do not turn out positively ?) are key actors behind the scenes.

Best regards

Ferenc

June 22, 2010 1:29 PM

@Ferenc

I think you hit the nail on the head w.r.t change. We have been trying hard to get them interested in complexity management solutions with little luck. One of our supporters is an ex-CIO of a major insurance company!

If [complexity * uncertainty = fragility], reducing liability risks, for example would be possible by reducing complexity since no one can control uncertainty.

We have applied this logic successfully with large, highly interconnected organizations that develop sophisticated products - one would think Planet Insurance would fall right into this category!

(you can see an example here http://www.ontonix-usa.com/Ontonix_Success_Story_Branch_Profitability.pdf)

June 23, 2010 7:14 AM

Interesting how you have described the industry as "Planet Insurance". I agree, because I lived on that planet for many years and it has its own ecosystem, unlike many other industries. While the business is assuming risk, it is done with the history of data that offers some comfort (whether right or wrong) to the analytical types who are in the drivers seat. And they have the laws of large numbers in their favor. It is easier to feel comfort when there is history and a lot of experience. When it comes to innovation succeses and failures, most companies can only point to a few ideas they can actually isolate and analyze. If there were data points and trends, it would enable comfort in risk taking. My experience has been that actuaries in particular are not necessarily risk averse, they are just looking for the math so they can develop an expectation for the outcome.

View unverified member's comment - posted by Devendra

Discussion:    Add a Comment | Back to Top | Comments 1-8 of 8 | Latest Comment

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