What came first, the chicken or the egg? It is aquestion pondered for eons. This brings us to the 21stcentury version, where business leaders may ask, “What's moreimportant, the person or the tool?” It is an interestingproposition, and one worthy of consideration.

As I sit in the airport, preparing to board that flight toHouston it seems that the mechanic inspecting the plane is prettydarn important. But what if he lacks the tools to fix theproblem? Likewise, what if he has the tools to fix the problembut doesn't know how to identify the issue?

In my forthcoming book, Blocking & Tackling: ThePlaybook For The Winning Claims Organization, there isextensive discussion on the critical foundation of anyorganization: people, processes, and technology. People arecrucial to outcomes, but they must be the rightpeople. Let's face it. Not everyone is cut out to be anairplane mechanic, just as not everyone is cut out to be a claimsadjuster. Even those with the greatest claims skills in theworld have some limitations, which is where having the right toolscan provide an organizational lift. In the world of claims,these tools come in the form of effective processes and innovativetechnology.

As a young adjuster, I recall spending time in the fieldlearning how to investigate accidents effectively. Back in the “olddays” we used rudimentary tools like polaroid cameras, Dictaphones,and tape measures. Our notes were logged into a manual ledger,and according to my kids, we may as well have been calculatingdamages on an abacus.

Flash forward to the present. Smartphones and iPadsabound. If I want to do a scene investigation, I can do so ina virtual environment. It is as easy as the click of a mouseto determine speed and direction force. But even though the timeshave changed, adjusters still need tools to properly conduct andcomplete a thorough and accurate claims investigation.

The Fundamentals

The key to success among industry leaders has been effectivelyleveraging people, processes and technology. As businessleaders, irrespective of industry, outcomes are driven by havingthe right people in the right positions. After all, if it isfourth and goal with inches to go, 2 seconds left on the clock andyour team down by four, who gets theball? Conventional wisdom may dictate leveraging yourgreatest athlete. But won't the defense be expectingthat? Herein lies the problem if you don't have “A”caliber talent in every position.

Certainly this is easier said than done, but it can beaccomplished. Just as athleticism on the field varies, so toodo investigative capabilities in the world of claims. This iswhere the right tools can be used to calibrate an organization toachieve optimal outcomes.

From call centers and appraisers to evaluation accuracy andnegotiation strategy, insurers benefit by leveraging the righttools to improve outcomes, reduce expenses, and retainpolicyholders. Who should be front and center? But,even a world class quarterback can't guarantee thatoutcome. It will take a combination of strength and focus bythe offensive line and backfield athleticism to pull this off onthe field.

In today's competitive market, what should be done on fourth andone? As a coach, the focus isn't only on the players but onthe playbook and technology. What is the defenseexpecting? Probably the ball to go to my Pro Bowl widereceiver? Possibly a bootleg by my first roundquarterback? Maybe a run up the gut by my world class runningback? The solution is to have talent that is so remarkable,every position gives the defense reason for pause.

As a coach, I want to win this game. I owe it to theplayers, the fans and the owners to come up with the solution thatwill be virtually foolproof. Technology allows me toget a read from the booth and out of the hat comes “theplay.” Perhaps a little ingenuity, along the lines of MikeDitka's usage of William “The Fridge” Perry in short yardagesituations.

The same holds true in claims organizations where accurateoutcomes and fiduciary responsibilities are owed to customers,management and shareholders. People understand theresponsibilities, but it is the tools that allow them to achievegoals better, faster, consistently and moreeconomically.

On a closing note, the play called was a play action pass with aroll to the left. The ball was caught in the corner of the endzone by a receiver left wide open as the result of the defensestacking the box with a certainty that the play would be a run upthe middle.