How insurers can build the finance function of the future

While core finance, accounting and actuarial skills remain an important foundation (especially in light of new accounting and regulatory standards), a number of “must-have” capabilities have emerged for finance to transform successfully and deliver more value with a lower headcount. EY market research indicates that up to 60% of current administrative and reporting tasks undertaken by non-manager finance roles can be automated, freeing up capacity for higher-value analytical and business advisory work.*

Our study found that market intelligence, business acumen, strong data and behavioral analysis were top of the list for future capabilities of finance teams. Finance teams need to provide management intelligence to guide strategy execution and decision-making, and support driver-based planning and analysis, rather than simply measuring the outcome of these drivers through KPIs. In a function enabled by better data, it is the people interactions and engagement across the business that will differentiate and ultimately help drive competitive advantage.

Insurers should also be looking for non-technical skills, such as, communications, emotional intelligence, and decision-making. Specifically, finance should be looking for professionals who:

• Can translate key accounting and actuarial concepts into language that business stakeholders can understand and engage with
• Are comfortable with disruptive change and can manage shifting reporting and regulatory requirements (e.g., ESG) and evolving business priorities
• Possess strong relationship management skills; can collaborate closely with actuarial, risk and business teams, as well as other stakeholders to provide holistic views of performance and capital
• Are technology savvy – finance professionals won’t need coding skills (thanks to the latest generation of tools), but they need to have the knowledge to take advantage of automation, self-service reporting, data visualization and other “citizen developer” tools
• Have curious and problem-solving minds that seek out the “why” behind market and performance trends, to generate relevant insights for innovation and business improvement

Building teams with these capabilities will take time, but forward-thinking insurers are looking at a range of options – from recruitment and retention efforts, to retraining and reskilling existing workers, and engaging external partners for specific skills.

Finance needs to become more flexible in the way it operates to promote collaboration, innovation and diversity of thinking. It’s important to quickly form pools of talent (e.g., accounting, actuarial and data analysis) to respond nimbly to changing demands of the business and support innovation and change. Temporary reporting lines and agile ways of working can empower these teams to make decisions and solve problems creatively.

Finance is on a pathway from purely transactional relationships to advisory partnerships with stakeholders. Closer collaboration across finance, actuarial, operations, and underwriting teams is driving better long-term results, fulfilling reporting requirements more efficiently and enhancing visibility into performance in ways that benefit decision-makers across the organization. Data analysts and data scientists are key enablers in this process, helping generate more insights and value to the business.

The key questions to ask:

• What is the critical information required for board directors and senior executives to understand business performance and make key decisions?
• How do we ensure we have a commonly defined set of performance metrics that people and teams own?
• How do we proactively engage the business to bring deep analytics skills to rich data sets?
• How can we break down barriers across functions and create a culture of collaboration around common goals, rather than siloes of thinking and activity around specific skills?

Joint accountability models will become even more important, as insurers embrace ecosystems and platform-based businesses, involving outside partners and multiple lines of business to deliver broader and personalized offerings to clients. The ability to deploy small, cross-functional teams to accelerate innovation will also be key to success in the ecosystem era.

With these changes and new talent on board, finance executives will need to modify their leadership styles to be more adaptable, balancing the need for oversight with the value of empowered teams with more autonomy. Managers may consider adopting agile practices and the concept of disciplined freedom, where experimentation is encouraged amongst team members in line with clearly defined goals, incentives, and a common set of values. Emotionally intelligent leadership to support teams and connect them to the vision is critical especially during times of transformational change.