Many insurance organizations today push continuousimprovement.

They have to.

With the pace of change in industries across the board, there isalways a new way to look at something or do something.

At my company, continuous improvement is embedded in theorganizational DNA. There is also a tremendous focus on innovationas insurers continue to invest in innovationinitiatives.

Mapping out innovation strategies

Having deep pockets doesn't necessarily mean that innovation is pervasive throughout theorganization.

For instance, how can insurers engage employees, partners andcolleagues worldwide in the innovation process?

What's more, at some large insurance companies, innovation is aseparate domain driven by technology, and innovation efforts arelargely divorced from day-to-day business operations.

Related: How innovation is reinventing insurance claims aswe know it

In the technology think-tank model, on the other hand,innovation drives prototype ideas that are quickly filtered back tobusiness and operations partners for implementation. The idea hereis that innovation requires intense focus, and that true innovationcomes from not being overly influenced by thebusiness-as-usual.

Other companies take a much more democratic approach toinnovation by engaging all employees.

You can come at innovation from multiple directions!

Related: From start-up to scale-up: Deploying insuranceinnovation at scale

Tunnel vision

Maintaining focus on continuous improvement is critical. But how cancompanies find their continuous innovation sweet spot?

Here are some ideas:

First, clarify what innovation means for yourteam. Given the intense focus on InsurTech and digital transformation in insurance, there's amisconception that all innovation istechnology-driven. Instead, think about innovation alonga spectrum of employee capabilities as opposed to methods by whichyou would execute those capabilities (like technology). This couldinclude innovation areas that cover product, distribution, service,and even personal development.

Second, provide high-level guardrails. Simplifythe company's objectives for the future to help guide employees.This helps ensure that everyone is toward a common goal.

Third, remember that improvement and innovation arenot mutually exclusive constructs. Think of improvement asevolution, which is small, incremental change, andinnovation as revolution, which is radical change.

Finally, we need to generate more awareness.This is the communication and engagement strategy that encompassesthe innovation program. People throughout an organization need to beshown what innovation means — to the organization as well as tothem as individuals. Help employees identify how they cancontribute to the innovation process; provide incentives andrewards for those efforts along the way.

Rachel Alt-Simmons is vice president of Program Enablementwithin the Strategic Analytics team at XL Catlin. Rachel isalso an adjunct professor at Boston University, where she teachesAgile Software Development & Strategic Design. She can bereached by sending email to [email protected].

The opinions expressed here are the writer's own.

See also:

9 ways insurers can drive more value fromtechnology investments

Insurance 2017: Priorities for innovation,automation and transformation