Reflections from the Digital Insurance Agenda, Amsterdam

Reflections from the Digital Insurance Agenda, Amsterdam

Earlier this month Craig Beattie and I ventured off to Amsterdam to attend the Digital Insurance Agenda (DIA), where we also delivered a keynote. This was the event’s second year and, within just 12 months, it has grown significantly to around 850 people – attracting insurers, innovative technology players (from both the establishment and budding entrepreneurs), and investors from across Europe and beyond. The format is a sprightly mix of keynote presentations, panels, and live demonstrations. And, like last year, it was another great mix of people and ideas, each focused on driving change in customer engagement across the industry through technology.

(Venue: Gashouder at the Westergasfabriek. An impressive venue – with Celent on stage somewhere up there at the front :-))

Key take-aways for me were:

  • Distribution and front-end engagement remains a strong area of focus for innovation. However, unlike recent history where investment has been heavily channelled into mobile or touch-enabled browser experiences, the presence of chat and other app-less modes of interaction were strongly evidenced throughout most of the live demos. This has been a hot trend over the last 12 months, and where Celent has explored both insurer and consumer attitudes towards it (see Celent report: Applying Conversational Commerce to Insurance: Aligning IT to the Machine World). Given the issues that many insurers have had with trying to encourage customers to download their apps and engage with them through them, it’s not hard to see why 'smart chat' is being pursued so aggressively.
     
  • Heavier focus on the use of data for risk profiling and the application of emerging AI techniques (beyond chat use-cases). Personally, I find it incredible just how low the entry barriers have become for experimenting with data and AI. The perfect storm of huge compute power via the cloud, open-source and pay-per-use models for advanced technology enables those with relatively modest means and a great idea to get started. For me, this continues to be one of the most interesting areas in our industry for mining value. It’s also an area that insurers still find a challenge (see Celent report: Tackling the Big Data Challenges in Global Insurance: Differences Across Continents and Use Cases).
     
  • Celent has been tracking the development of innovation partnerships across the industry for a number of years (see Celent report: Insurer-Startup Partnerships: How to Maximize Insurtech Investments). At DIA, it was easy to see this in action. The vast majority of firms presenting were not a direct threat to the industry at large, but instead were exemplars of better ways of doing things through the use of smart technology. It’s not hard to envision that a few of the firms demonstrating at DIA will walk straight into pilots following the event.

The event was closed with a keynote from Scott Walcheck of Trov. Scott shared openly some of the progress that they have been making – which, to me, feels impressive. For example, they now have ~60-70 engineers working on the team and claim to be growing revenue by ~44% month-on-month (albeit from a starting position of zero).

Out of all of the insurtech start-up activity globally, there are just a handful of firms (in my opinion) who have the potential to really shake things up – and Trov is one of these.  They now have the capital, the engineering capacity and the partnerships to do some truly incredible things – if they choose to.

I also found it interesting to hear that they have started to evolve their business model into three focus areas, being: (1) Trov as a direct brand; (2) White-labelled Trov; and (3) Insurance-as-a-service, where they will rent their platform to partners – plus with an aspiration to evolve it into auto, home and other lines.  Given Celent’s focus on technology research across the industry, this last model-type is of keen interest. Trov’s engineering capacity is already a similar size to (and in some cases larger than) many mid-to-small insurance carriers. It is also larger than some of the traditional independent solution technology providers out there. Could they be the next big technology player on the scene in addition to their existing branded business?  Only time will tell, but it is clear they are already demonstrating how insurtech represents a new way of delivering insurance product development.

For more commentary on DIA, see Craig Beattie’s Moments on Twitter.  Also, keep checking the DIA website as they will shortly release some of the videos from the event.

Closing the deal with e-signature

Closing the deal with e-signature

E-signature has become such a part of my life that I am surprised when I am asked to provide a wet signature. I sign for credit card purchases, deliveries and legal documents, even my tax returns (!), using a click or a digital signature pad. But, if I want to change my beneficiary for my life insurance, I have to download a .pdf, sign the document with a pen, and mail it to the insurer. Insurance has been a slow adopter of e-signature. However, as the process of buying life insurance and receiving post-issue service is becoming increasingly more digitized, insurers are working to remove paper from everyday processes.

The adoption of e-applications, web portals, and mobile technology is helping to drive the change, but it is my belief that it is primarily driven by customer expectations set by other industries offering easy-to-use digital processes. Consumers expect companies to be easy to do business with and will choose the company they purchase goods or services from based on the ease of use. E-signatures provide a way to offer a digital experience that is easy to use, fast, and secure.

In our new report, Putting a Lock on Straight Through Processing, my colleague Karen Monks and I profile 11 providers of e-signature technology for insurance. This is the final report in a series that began last year.  During the year, we looked extensively at new business acquisition and the technologies that power it. We wrote reports on solution providers for illustrations, e-application, and new business and underwriting in addition to e-signature. Along with the vendor reports, the series included two benchmarking reports and a report in which insurers compared their level of automation to Celent's automation capability matrix to determine if they are minimally, moderately, or highly automated.  

With the increased emphasis on cycle time and cost, e-signature is being increasingly being adopted as a way to check the box on making processes fast, flexible, and efficient. E-signature software frequently integrates with other solutions to support new business acquisition as well as post-sale service.

The ability to collect an electronic signature for a new application at the time of sale providing the legal authorization to obtain underwriting requirements and evidence from third party providers has enabled straight-through processing and the ability to provide a decision to the applicant within minutes, instead of weeks.

Common e-signature use cases for life insurance:

  • New policy application
  • Disclosure delivery
  • Agent licensing and appointment
  • E-delivery of policies
  • Beneficiary change and other policy servicing
  • Premium payments

Life insurers that investigate e-signatures will be pleasantly surprised by how quickly and relatively inexpensively e-signature can be implemented as well as how easily and securely a paper signature process can be automated. I am a big fan, as I’m sure you are, of less paper and more automation!

 

A Day to Celebrate: Celent 2017 Model Insurer Winners

A Day to Celebrate:  Celent 2017 Model Insurer Winners

Last April 4, Boston, a city surrounded by history of patriotism and independence, was witness of Celent Innovation and Insight Day (I&I day), an event in which 16 insurers were recognized as Model Insurers for their technological initiatives that, I’m sure, inspired more 280 professionals of the Financial Service industry by the efforts and ideas on how other insurers could implement them within their organizations.

Andrew Rear, chief executive of Munich Re Digital Partners was the Model Insurer keynote speaker. He discussed the role of Insuretech for large insurers and spoke of how these insurers could acquire agility, the pathway that they needed to choose, and more importantly, the risks they had to bear. He also discussed how Financial Services were redefining the way financial products are sold, delivered, and serviced.

No sensible website asks you for your email address anymore. They should know who you are by other means

~Andrew Rear

 

In the afternoon, our analysts participated in a series of debates focusing on the Internet of Things (IoT); Artificial Intelligence (AI); and Blockchain which was lively discussion. In between, Celent presented its Model Insurers for five categories and the Model Insurer of the Year.

Digital and Omnichannel

  • CUNA Mutual Group

The rapid development and launch of a simplified-issue term life insurance product that enables members to apply entirely online, answering only two health questions supported by a completely automated underwriting platform that delivers an instant decision in minutes.

  • Lincoln Financial Group

Lincoln Financial created a digital process to meet customer expectations of doing business, automate underwriting, reduce cycle time, and minimize human touch.

  • New York Life

The New York Life Portal initiative utilized digital connectivity and a ratings engine cloud-based platform to achieve a faster process and empower various actors across the organization.

To learn more of these Model Insurers, please read our report here.

Legacy and Ecosystem Transformation

  • Republic Indemnity

Republic Indemnity’s previous home-grown, legacy policy administration system was implemented in 1994 as a single state, Workers Compensation policy administration system. As the previous system could not issue multi-state policies and with the concern of technology obsolesce, Republic Indemnity looked for a new solution to replace its home-grown, legacy system.

  • ERS

Under new management, the business had to transform itself rapidly and replace 20-year-old technology. It had a major license renewal date in two years and would have been locked in by the vendor to a prohibitively expensive contract. It set about transforming claims first, and then policy with full data migration and scheme rationalization, all while growing the underlying gross written premium

  • Insurance Corporation of British Columbia

At the beginning of 2013, the Insurance Corporation of British Columbia (ICBC) launched the Insurance Sales and Administration System (ISAS) policy transformation program. This was the last project in ICBC’s overall $400 million Transformation Program, which had already successfully replaced legacy claims systems and implemented a new Enterprise Data Warehouse and an enterprise service-oriented architecture.

To learn more of these Model Insurers, please read our report here.

Innovation and Emerging Technologies

  • Suramericana de Seguros S.A.- Wesura

Wesura (Sura) created a peer-to-peer Insurance platform around social networks. It develops private insurance communities so final users can share risk and underwrite people who wants to belong to the private community, the bigger the community the more benefits one can receive.

  • Church Mutual Insurance Company

Church Mutual Insurance Company has partnered with The Hartford Steam Boiler Inspection and Insurance Company (HSB), part of Munich Re, to provide temperature and water sensors connected to a 24/7 monitoring system. This innovative Internet of Things (IoT) technology solution is designed to alert customers to take action before damages and disruptions to their ministries can occur.

  • Markerstudy Insurance

Markerstudy launched VisionTrack in February 2016 to tackle the challenge insurers are facing with rising fraudulent motor claims and to help improve driver behavior.

To learn more of these Model Insurers, please read our report here.

Operational Excellence

  • Aflac

Aflac was in need of some modernizing and is still likely to undergo more change as the industry continues to capitalize on social, mobile, and wearables. In response, the Aflac IT Division implemented an Agile Transformation to its projects and processes to meet the changing needs of the customers.

  • Saxon

Saxon serves the Cayman island community. With a limited pool to hire from or sell product to, Saxon realized that to remain viable in the insurance market, it needed to employ technology to better serve the needs of its customers and grow the business.

  • MassMutual

MassMutual offers a Data Science Development Program (DSDP) in Amherst, MA that trains promising, recent graduates to become well-rounded data scientists over a period of three years. The program combines rigorous academic coursework and practical data science projects for MassMutual — a unique and valuable combination.

To learn more of these Model Insurers, please read our report here.

Data Analytics

  • The Savings Bank Life Insurance Company of Massachusetts

SBLI implemented an advanced risk assessment solution using predictive modeling and data analytics to help reduce cycle times, decrease dropout rates, and eliminate the need to pull fluids and conduct exams, while pricing policies more competitively, placing applicants into appropriate risk classes, and improving customer experience.

  • StarStone Specialty Insurance Company

The initiative is based on the implementation of analytics tools to measure and reduce risk. The solution uses data from internal and external sources. The data may be structured or unstructured. This tool helps underwriters make better decisions.

  • Meteo Protect

Although a broker, Meteo Protect gives clients a means to evaluate how climate variability contributes to their companies’ results by analyzing the relationship between each business activity and the weather. It couples this with a platform to price and underwrite fully customized index-based weather insurance, for any business anywhere in the world.

To learn more of these Model Insurers, please read our report here.

CSE, Model Insurer of the Year

In 2017, CSE has been awarded Model Insurer of the Year for its aspiration to achieve “the best product in the industry.” This meant they had to overcome legacy thinking and practices to re-think all the features including coverage, pricing, rules, process, and communications To do so, they sought inputs from customers and analyzed the market using two common analyses: 5 Cs and SWOT. From this point on, CSE assembled and adapted its core system.

To learn more of the Model Insurers of the Year, please read our report here.

The quality of the submissions this year is a clear indication the industry is turning a corner and embracing transformation, digital initiatives, innovation and valuing data analytics.  It is inspiring to see the positive results the insurers have achieved and a pleasure to recognize them as Model Insurers for their best practices in insurance technology.

How about your company? As you read this, are you thinking of an initiative in your company that should be recognized? We are always looking for good examples of the use of technology in insurance. Stay tuned for more information regarding 2018 Model Insurer nominations.

Why Not a Bot? Adjuster Bots for Connected Cars

Why Not a Bot? Adjuster Bots for Connected Cars

We’re not quite there yet. But there is a path to get there—probably in only a few years.

We’re already at the point where fender bender claims can be estimated with a set of smart phone photos (offered by esurance and many other carriers)

But what more serious accidents which involve damage to a car’s mechanical systems? 

Here is one element of an Adjuster Bot solution: electonic control units, ECUs. For years, automobiles have been manufactured with dozens ECUs which control, monitor, and diagnose a broad away of systems within the vehicle, including its engine, power train, brakes, steering, airbags, electronic stability control. Information from ECUs can be accessed from vehicle’s On-board Diagnostic Port (OBD-II). The primary purpose of the OBD-II is to enable maintenance and repair of the various systems. (Telematics devices–aka dongles–plugged into the OBD-II port have been the primary method to gather and transmit telematics data to insurers.)

A second critical piece of the puzzle falls into place: communication. Automobile manufacturers are racing towards creating connected cars—typically using 3G or even 4G LTE cellular modems.

So this is what an automobile Adjuster Bot ecosystem would look like:

  • A cellular modem which tells the Adjuster Bot that an accident has occurred
    • And transmits data from ECUs describing the functional/non-functional status of major car systems
  • The AI-powered Adjuster Bot which, through deep learning, identifies the probability of repairing or replacing components within those systems; and which:
    • Alerts police and/or medical assistance as warranted (e.g. if airbags deployed)
    • Queries repair estimation and total loss systems
    • Integrates with the insurer’s Direct Repair Program
    • Creates an initial estimate of cost and time to repair
    • Presents a customized video to the driver, describing:
      • Arrival of tow trucks, transportation to a rental car facility, the split of insurer and policyholders financial responsibility; links to download a claimant app

Next up: Adjuster Bots for Connected Homes

Would you spot the warning signs of a failing project?

Would you spot the warning signs of a failing project?

Every large project I have been involved with began with enthusiasm and high hopes. The go decision concludes a sizable project of its own — creating and receiving approval for the business case. The initiative begins in a celebratory fashion. The project sponsors are overrun with volunteers for the project. There are numerous kick-off meetings with a festive tone. Communication about the project occurs often promoting the merits of the project. It is sunshine and roses ahead!

Flash forward, the project communication may have slowed down to a trickle. The project team members have lost their enthusiasm, and the project has become mundane. Many times there have been as many failures as successes. It is not unusual to lose a key sponsor. At times, it may become necessary to revise the goals of the project, or, in the direst situations, abandon the future phases.

I am sure that readers are thinking, “This will not happen to my project.” I certainly hope that is true! But, if your project is on a downhill slide, there are steps that can be taken to get back on course. An important first step is a project health check.

A project health check is designed to provide an independent and impartial evaluation of a program or project. The health check evaluates the overall health or risk profile, assesses stakeholder satisfaction, and provides practical recommendations that the team can use for reducing risk and in extreme situations, for project audit, recovery, or rescue. The health check covers all levels of the project from the business executives and sponsors to the technical team members to provide a comprehensive view. It focuses on:

• Business objectives, scope, and requirements assessment.
• Contracting and financials.
• All processes, deliverables, and communications quality.
• Exception management that includes issues, changes, and risks.
• Project data and plan assessment.
• People assessment.
• Best practices effectiveness.
• Evaluation of the technology and its feasibility and compatibility with the current and/or planned environment.

Very often, those closest to a project are the ones that have difficulty in seeing the progress. Health checks are best undertaken by third party assessors, who can provide an unbiased and balanced view and opinion.

My new report,  Staying on Track when the Transformation Road Changes, has more information on project health checks as well as the do’s and don’ts of running a successful project. I hope all of your projects are success ones!
 

I Have a Vision, I Have a Project, I Have a Team

I Have a Vision, I Have a Project, I Have a Team

This year I was honored to coordinate the 11th Celent Model Insurer program.  The journey started in September 2016 when we opened the window to submissions and will not end until April 4 at our Innovation and Insight day at the State Room in Boston, Massachusetts where Celent will award and present the best Information Technologies (IT) initiatives in insurance.

This year we received around 100 nominations from carriers around the world, including those applying for Model Insurer Asia. These nominations are a vast sample of the best IT initiatives in insurance. Particularly for Model Insurer Award, we evaluated 60 cases from countries like:

As part of our methodology, we classify Initiatives within the following themes:

A Glance at Some Cases

As part of the team that judged the cases, I was amazed by the quality of cases we received and by the methodology that insurers are using to implement their projects. I’d say that this year, Celent has witnessed both technology and methodology is moving further and playing an important role in insurance. Here are some examples of our cases:

  • An insurer in an island had to face high operational costs, limited skilled people, and lack of space, and then it decided to move its whole IT department to the cloud.
  • We also evaluated cases in which the need for a quick change to go to market forced the organization to create a separate organization to lead the change and act as another insurer.
  • One insurer, in order to implement its best product, started all from ground up.It hired the right people, made organizational changes, and conducted several market research in order to understand what really its customers wanted. From that point on, the insurer started to customize its core system.
  • Not to mention that Latin America has implemented its first peer-to peer insurer.

All of them are very interesting cases that make it difficult to describe in a single blog.

By evaluating all these cases a question arose, what was in common among these projects? I think the answer is simple. People leading these projects had a vision. Sometimes the long path to pursue success becomes bumpy, but it’s worth it. These cases are examples of people who embarked on a project to pursue a vision by using technology and methodology.

Celent has always acted as a catalyst agent that promotes change and innovation by leading projects and exposing case studies to the insurance industry. This year we’ve seen how insurance companies have responded by using technology to adapt themselves to a more competitive environment, and as part of Celent, I’m thrilled to be part of this evolution.

Lost in Innovation?

Lost in Innovation?

So, how do you avoid getting lost in innovation? The simple (and maybe glib) answer might be to buy a map, a compass and start to plan your route. However, what do you do when there is no map, no obvious path to take and no-one to follow?

The last 24 months have seen an incredible amount of activity across the sector in experimenting with novel proposition concepts fuelled by emerging technologies in the internet of things, distributed ledgers and bot-driven artificial intelligence. Although each new concept shows promise, we are yet to experience a clear and obvious pattern for winning new clients or delivering a superior shareholder return using them. Many of the most exciting novel ideas (and many are genuinely exciting) are yet to see any real business volume behind them (see my earlier blog for additional context of what insurtech has to offer in defining the ‘dominant design’ for new tech-enabled propositions).

So, as an insurer faced with having to balance how much it should invest in these new concepts versus furthering the existing business in what is probably a highly successful and scalable model, two of the big questions we often hear from clients are: “Which of these nascent concepts are most likely to deliver real business value the fastest?” and “How much effort should I be devoting to exploring them today?” These are the questions that we looked to address at our latest event in London that we called ‘Lost in Innovation’, attended by just over 70 inquiring insurance decision makers.

Faced with uncertainty, we followed an agenda that focused on the things that an insurer can control, such as the innovation-led partnerships they enter, the skills they develop internally, the criteria used for measuring value, and the potential challenges ahead that they need to plan for.

Celent analyst Craig Beattie presenting on emerged software development approaches

Alongside presenting some of our latest research on the topic, we were joined on-stage by:

  • Matt Poll from NEOS (the UK’s first connected home proposition in partnership with Hiscox) shared his experience on the criteria for a successful partnership.
     
  • Jennyfer Yeung-Williams from Munich Re and Polly James from Berwin, Leighton, Paisner Law shared their experience and views on some of the challenges in the way of further adoption, including the attitude of the regulator and potential legal challenges presented by using personal data in propositions.
     
  • Dan Feihn, Group CTO from Markerstudy, presented his view of the future and how they are creating just enough space internally to experiment with some radical concepts – demonstrating that you don’t always need big budget project to try out some novel applications of new technologies.

So, what was the conclusion from the day? How do you avoid getting lost in innovation? Simply speaking, when concepts are so new that the direction of travel is unclear, a more explorative approach is required – testing each new path, collecting data and then regrouping to create the tools needed to unveil new paths further ahead until the goal is reached. Scaling concepts too early in their development (and before they are ready) may be akin to buying a 4×4 to plough through the scrub ‘on a hunch’ only to find quicksand on the other side.

Some tips shared to help feel out the way:

  • Partnerships will remain a strong feature of most insurer’s innovation activity over the next 12-24 months. Most struggle to create the space to try out new concepts. Also, realistically, many neither have the skills or the time to experiment (given that their existing capabilities are optimised for the existing business). Consequently, partnerships create a way to experiment without “upsetting the applecart”.
     
  • Hiring staff from outside of the industry can be a great way to change the culture internally and bring-in fresh new ideas…however, unless there is an environment in place to keep them enthused, there remains a risk of them turning ‘blue’ and adopting the existing culture instead of helping to change it.
     
  • There are several ways to measure value created by an initiative. The traditional approach is a classic ‘Return on Investment’ (RoI). However, RoI can be hard to calculate when uncertainty is high. To encourage experimentation, other approaches may be better suited, such as rapid low-cost releases to test concepts and gather data to feel the way. Framing these in terms of an ‘affordable loss’ may be another way to approach it – i.e. “What’s the maximum amount that I’m willing to spend to test this out?” – accepting that there may not be an RoI for the initial step. Although no responsible insurer should be ‘betting the house’ on wacky new concepts, reframing the question and containing exposure can sometimes be all that’s required to create the licence to explore.
     
  • There’s still an imbalance between the promise of technology and the reality of just how far end-customers and insurers are willing to go in pursuit of value. The geeks (or ‘path finders’) have rushed in first – but will the majority follows? Regardless, to avoid getting lost in the ‘shiny new stuff’, a focus on customer value, fairness and transparency around how data is being used need to be at the heart of each proposition – plus, recognising that the regulator will not be far behind.
     

In summary, the journey ahead needs to be less about the ‘what’ (with all of its bells, whistles and shiny parts) and more about the ‘how’ (deep in the culture of the firm and its willingness to experiment – even in small ways) – at least while the map to future value is being still being drawn.

Celent continues to research all of these topics, including assessing the different technologies and techniques that insurers can use. Feel free to get in touch to discuss how Celent could assist your organisation further.

Celent clients will be able to access the presentations from the event via their Celent Account Manager.

How Insurity’s Acquisition of Valen Could Create a Virtuous Analytics Circle

How Insurity’s Acquisition of Valen Could Create a Virtuous Analytics Circle
It’s open season on insurance technology acquisitions in general, and for Insurity in particular. Today’s announcement of Insurity’s acquisition of Valen Analytics is now Insurity’s fourth acquisition in a multi-year string: Oceanwide, Tropics, and in rapid succession Systema and Valen.   The potential for crossing selling among the five customer bases is obvious.   Less obvious, but of potentially even greater value, is Insurity’s ability to invite all of its insurer and other customers to use its Enterprise Data Solutions IEV solution as the gateway to Valen’s contributory database and Valen’s InsureRight analytic platform.   Insurity now has the scale and the means to create a virtuous analytics circle: individual customers contributing a lot of data through IEV to Valens and receiving back analytic insights to feed into their pricing, underwriting, and claims operations.   Good move.

Conversation systems and insurance — one experience

Conversation systems and insurance — one experience

To start with full disclosure, I am a huge fan of the Amazon Echo. We have them throughout the house, and have automated our home so Alexa can control most light switches, ceiling fans and more. We play music through them, ask for the weather, schedule appointments, and more.

All my kids are believers from our 5 year-olds on up. It’s fun to hear one of my five year-olds ask Alexa to play the song YMCA and then burst into full song, including the dance. My one personal recommendation. If you have an Echo and children, turn off voice purchases. I found out the hard way.

So I thought I would check out how Alexa does with insurance. My plan is to try all the skills and leverage them into a report. I may even have to purchase one of Google’s new Google Home devices just to compare them in this use case.

So I spent considerable time this morning trying to get an auto quote. Let’s just say the outcome was that I gave up. I won’t name the insurer, as I am sure that their Alexa skill works well in other areas such as information sharing and likely works for others to get a quote, but it sure did not for me. I do want to give credit to the insurer, as they are out on the bleeding edge doing these quotes.

First it asked me my birth year. It heard 1916. That’s not when I was born, but that’s what it heard. I tried to correct it, using the instructions it had provided, but no dice. I gave up and started over, only to be born in 1916 again. This time it was so stuck I had to unplug the Echo. I was surprised, as Alexa’s voice recognition amazes me.

I’m old, but I’m not 101 years old.

I finally made it through on the third try with very careful enunciation. Made it through my wife’s birth year and the fact we’re both married (apparently being married to each other wasn’t important).

Got to the question on what body style. I tried convertible, since, well, it is a convertible. That wasn’t an option. Since the app had prompted 2 door car as an example, I tried it. Um, no. That’s not supported. That seemed odd, but I tried car. Apparently car is OK.

Made it through miles driven a year.

Go to age of the car. My car is a little older, but no antique. However, apparently 12 years old is fatal, as the app crashed with “Sorry I am having trouble accessing your skill right now”.

OK, odd, but wireless sometimes blips, so no problem. Started over for the fourth time.

Worked my way through all the questions, enunciating very, very carefully and got to age of my car.

Yep. Crashed again.

At that point, I gave up and decided to write a blog instead.

Or I could have played a game of Jeopardy with Alexa.

CES 2017: JUST HOW SMART IS AI GOING TO MAKE CONNECTED CARS AND CONNECTED HOMES?

CES 2017: JUST HOW SMART IS AI GOING TO MAKE CONNECTED CARS AND CONNECTED HOMES?
Walking the exhibit halls and attending sessions at the mammoth Consumer Electronics Show, it was easy to identify the dominant theme: AI-enabled Intelligent Personal Assistants (IPAs).
  • Manufacturers and suppliers of connected cars and homes are betting big on IPAs: overwhelmingly favoring Amazon Alexa.
  • Impressionistically, Google Assistant, Siri, Cortana and others trailed some distance behind.
Natural language commands, queries and responses provide a vastly more intuitive UX. And these capabilities in turn make owning and using a connected home or car much more attractive. But there is a deeper potential benefit for the connected car and connected home sellers: developing context-rich data and information about the connected home occupants and the connected car drivers and passengers. This data and information include:
  • Who is in the house, what rooms they occupy—or who is in the car, going to which destinations
  • And what they want to do or see or learn or buy or communicate at what times and locations
Mining this data will enable vendors to anticipate (and sometimes create) more demand for their goods and services. (In a sense, this is the third or fourth generation version of Google’s ad placement algorithms based on a person’s search queries.) Here’s what this means for home and auto insurers:
  • As the value propositions of connected cars and homes increase, so does the imperative for insurers to enter those ecosystems through alliances and standalone offers
  • The IPA-generated data may provide predictive value for pricing and underwriting
  • IPAs are a potential distribution channel (responding to queries and even anticipating the needs of very safety- and budget- conscious consumers)
A note on terminology: the concept of “Intelligent Personal Assistants” is fairly new and evolving quickly. Other related terms are conversational commerce, chatbots, voice control, among others.