It's a tradition to start the new year off with some resolutionsto help guide you through what you hope will be a successful year.With that in mind, we asked several leading industry analysts togive us one good resolution for IT departments in the insuranceindustry for 2013.

Taking part in this Tech Discussion are Karen Furtado, a partnerwith Strategy Meets Action; Mike Fitzgerald, a senior analyst withCelent; Rod Travers, executive vice president of The NolanCompany; Matt Josefowicz, partner and managing director ofNovarica, and Kimberly Harris-Ferrante, research vice president,Gartner.

Hopefully their advice rings true for your companies thisyear.

 Karen Furtado, partner, Strategy MeetsAction

Think Big, Start Small is a resolution for 2013 that will yieldrapid results and pay dividends for years to come. Insurers shouldhave a three to five year vision—one that paints a picture of wherethe organization wants to head and outlines the necessaryfunctional capabilities for accomplishing goals.

The business needs to be clear about their current and futureneeds and should own any required business transformation. The ITorganization can then take these requirements and, being realisticabout their IT capabilities, determine the most successful path.The key is recognizing there are no silver bullets nor is there onemagic answer. Companies that are the most successful will be ableto break their key initiatives down into smaller, manageable, yethighly impactful projects.

While every insurer has unique characteristics andconsiderations, the one resolution that will work for all is acommitment to plan and execute more effectively by thinking big andstarting small.

 Mike Fitzgerald, senior analyst,Celent

Make time in 2013 to engage leaders in building new businessmodels.

We can thank Dr. Stephen Covey, author of The 7 Habits ofHighly Effective People, for teaching us that it is difficult,but critical to spend time on issues that are important but noturgent.  As all of us in the service delivery businessknow, the immediate "squeaky wheel" usually chews up our time andenergy in the daily grind.

That dynamic certainly applies to the issue of innovation ininsurance—implementing unique business models that create new andincreased value for customers.  When asked, insuranceexecutives respond that innovation is central to their futurebusiness success.  However, they also agree that oursector, as a whole, has a poor track record of delivery. When askedto rank 10 industries according to which "delivers useful,innovative service to you," end consumers rank insuranceeighth. 

This pattern will not be interrupted without concentratedeffort.  A useful 2013 resolution for CIOs is to commit toengage the business in building new business models. Fororganizations without a history of a focus on innovation, this willmean building consensus around the need to commit time andresources. For those with defined innovation activities underway,it will mean re-energizing them.  Finally, for those whichhave tried and failed, it will mean reconfirming the need andrestarting initiatives.

Insurers are better positioned than ever to leverage newbusiness models.  Many have invested heavily in modernadministration systems which enable increased flexibility andspeed.  The emergence of data analytics and new, publicinformation sources mean that underwriting and pricing can beaccomplished with much more precision. Finally, the introduction oftablets, GPS technology and other mobile tools engage agents andcustomers in new ways.  With the right effort, this nextyear can be about building the skills to deliver new value toindividuals and businesses.

 Rod Travers, executive vice president, The NolanCompany

Commit to Talent Development. The insurance industry is in abattle to attract and retain the best and brightest talent,especially in IT.  We're competing for talent againsthealthcare, high-tech companies, the energy industry, and startupsto name a few. 

In 2013 insurance IT leaders should make talent development apriority.  Think three years ahead: What might your ITdepartment look like then?  What is the corresponding mixof people and skills you will need to keep your companycompetitive? 

Invest in skills development for emerging technologies,management and leadership, and effective communications. Coreinformation systems' topics such as analytics, mobility, and agiledevelopment should be at the top of your department's professionaldevelopment agenda.  Make your priorities known; lead byexample; and reward those who make a difference.

 Matt Josefowicz, partner and managing director,Novarica

The best resolution for insurance IT leaders in 2013 is toresolve to see technology as a "how" rather than a "what." Whileit's easy for IT professionals to narrow their perspective on the"what" of technology—systems, applications, new platforms,etc.—their business executive peers think of technology only as a"how"—how am I going to reach my customers better? How am I goingto get this product to market? How am I going to understand thismarket opportunity?

 By resolving to shift their mindsets from a narrowfocus on the "what" to a broader focus on the "how," insurance ITleaders can help ensure their continued value to theenterprise.

 Kimberly Harris-Ferrante, research vicepresident, Gartner

In 2013, IT leaders should focus on filling skill gaps withinthe IT department and ensuring proper alignment of skills withemerging technologies.  CIOs and IT leaders within theinsurance industry often face staffing limitations and challengesassociated with insufficient skills to manage legacy environmentsas well as support new technology initiatives such as mobility.

Strategically using third party partners and investing instaffing skills is needed to ensure overall success with ongoingand future IT endeavors. Building capabilities in business processmodeling, data management, cybersecurity, applicationimplementation and testing, portal design, and mobile platformmanagement are essential in today's competitive market. Increased focus in 2013 is essential to help derive additionalvalue to the business and help with new business-oriented taskswhere IT can provide great value.