open challenges for the (mutual/cooperative) insurance sector
DESCRIPTION
TRANSCRIPT
OPEN CHALLENGES FOR THE
(MUTUAL/COOPERATIVE) INSURANCE SECTOR(MUTUAL/COOPERATIVE) INSURANCE SECTORJaime Urcelay
Professor of HR and CSR (CE. Garrigues – Madrid)
Managing partner at TantoQuanto
Madrid, Spain
10-11 October 2011
Consolidation and
universalization of the
CSR movement
Changes in management
2
Financial crisis and
collapse of trust
Changes in management
and business models
Consolidation and
universalization of theuniversalization of the
CSR movement
� Paradoxes in the CSR movement.
� The CSR is no longer an exclusive approach of social economy companies. General acceptance of the link between CSR and business competitiveness and long-term sustainable development
Consolidation and
universalization of the
CSR movement
OVERVIEW
business competitiveness and long-term sustainable development of our world.
� Consolidation of CSR good practice in all sectors and company sizes.
� Political momentum and stabilization and coordination of CSR standards and indicators.
4
� The CSR is inherent to mutuality.
� Taking care of the mutual / cooperative culture of our business as a differentiating advantage in the new environment.
OPEN CHALLENGESConsolidation and
universalization of the
CSR movement
� To value and develop CSR policies and practices: manage, measure and communicate ICMIF Report 6 key areas.
� Imperative of excellence in management for mutual / cooperative insurers. Quality / Efficiency operations to meet the first CSR condition: to be a good company.
5
Changes in managementChanges in management
and business models
Changes in management
and business modelsOVERVIEW
7
2. 1. Digital revolution and the
social networks
“We are in a very, very primary state in digital revolution.
We are overestimating the short term and
underestimating the long-term. The long-term effect is
that the digital revolution will change the governments
Changes in management
and business models
that the digital revolution will change the governments
and markets completely . The change will be so deep
that we can not even imagine at the moment and this
can happen in 50 years, I do not know when exactly.
Joichi Ito, MIT Media Lab Director, El País 10/07/2011
thro
ug
h2
01
5”,
BC
G/E
AP
M,
s/f.
2. 2. “War for talent”Changes in management
and business models
Fu
en
te:
“Th
eF
utu
reo
f H
R i
n E
uro
pe
. K
ey
ch
all
en
ge
sth
rou
gh
2. 3. Customers and other
stakeholders in the Era of
Collaboration
� Markets are conversations: customer intelligence, interaction, partnership, networks…
� Innovation comes mainly from abroad.
Changes in management
and business models
� Innovation comes mainly from abroad.
� The volatility of the environment requires an ability to adapt quickly: tailored offers and adapted to customers and segments, pricing policy, product development, new channels ...
� The new value of the brand reputation.
2. 4. The new management
1. Ensure tha the work of management serves a
higher purpose.
2. Fully embed the ideas of community and
citizenship in management systems.
3. Reconstruct management’s philosophical
foundations.
4. Eliminate the pathologies of formal hierarchy.
5. Reduce fear and increase trust..
Changes in management
and business models
5. Reduce fear and increase trust..
6. Reinvent the means of control.
7. Redefine the work of leadership..
8. Expand and exploit diversity..
9. Reinvent strategy making as an emergent
process.
10. De-structure and disggregate the organization.
Fuente: Gary Hamel, Moon Shots for Management, HBR, February 2009.
� Leading from the Culture and shared values.
� The human team as a priority.
� A new leadership style: open, participatory, distributed…
service focused.
OPEN CHALLENGESChanges in management
and business models
service focused.
� Defining new models of relationships with stakeholders,
integrated CSR approach.
� CSR as a platform for innovation.
12
Financial crisis and Financial crisis and
collapse of trust
� Gaps and limitations of the current economic and business
model.
� A loss of trust in the markets that fully affect the financial
OVERVIEWFinancial crisis and
collapse of trust
sector and, in some countries, insurances.
� The new emerging social values .� Insurance, a key factor for the safety and welfare.
� Where are we at CSR, where are we going?
14
� Our first responsibility is the human being and its dignity. No
choice.
� Review the basics of CSR: ethical sense of economic activity.
What is the purpose of our companies?
OPEN CHALLENGESFinancial crisis and
collapse of trust
What is the purpose of our companies?
� Insurance companies: the need for a CSR focused in products,
inserted into the value chain.
� The new role of mutual / cooperative insurance.
15
Consolidation and
universalization of the
CSR movement
Changes in management
16
Financial crisis and
collapse of trust
Changes in management
and business models
The challenge of humanization of the economy makes mutual /
cooperative model a paradigm of an integral culture of
excellence, able to balance economic efficiency and social and
CONCLUSION
excellence, able to balance economic efficiency and social and
environmental performance.
17
18
Thanks!
19