Insurance organizations invest heavily in technology, yet many struggle to realize lasting value from those investments. In a recent article published by The Insurance Lead, the author argues that the problem is not a lack of technology spend or ambition. It is the operating model behind how technology work gets done.
From Projects to Continuums: Why Insurance Technology Must Be Reimagined
For decades, insurers have treated technology initiatives as discrete projects with defined start and end points. New platforms are implemented, systems are modernized, and transformation programs are launched with fanfare. But once the project closes, momentum fades. The result is a cycle of upgrades that never fully deliver on their promise.
The article makes a compelling case that insurance technology must move away from project-based thinking and toward a continuous operating model.
Why the Project Mindset Keeps Falling Short
Traditional project models are familiar and comfortable. They rely on fixed scopes, timelines, budgets, and success metrics. In a stable environment, that structure can work. But insurance no longer operates in stable conditions.
Customer expectations evolve quickly. Regulatory requirements change. New data sources emerge. AI and automation capabilities advance faster than annual planning cycles can accommodate. In this environment, treating technology as a one-time initiative creates gaps almost as soon as a project goes live.
Many insurers experience this firsthand. A new system launches, but workflows do not adapt. Integrations lag behind business needs. Enhancements get deferred to the next roadmap cycle. Over time, the organization is left managing yet another system that feels outdated before it reaches maturity.
The article argues that these outcomes are not execution failures. They are symptoms of an outdated model.
Technology as a Living Capability
The alternative proposed in The Insurance Lead is to treat technology as a continuum rather than a destination. In this model, systems are not considered finished. They evolve continuously alongside business strategy, customer behavior, and operational needs.
This approach aligns more closely with how modern digital organizations operate. Instead of asking whether a project is complete, leaders ask whether the capability is improving. Success is measured by adaptability, speed, and business impact rather than milestone completion.
For insurance organizations, this shift requires a change in mindset. Technology teams must work in closer partnership with operations, underwriting, claims, and distribution. Roadmaps become dynamic rather than static. Feedback loops shorten. Continuous improvement replaces periodic transformation.
Organizational Barriers to Change
While the logic is compelling, the transition is not easy. The article highlights several barriers that insurers must confront.
Governance structures are often built around projects, not products or capabilities. Budgeting processes reinforce fixed timelines rather than ongoing investment. Teams are organized by function rather than outcomes. All of this reinforces fragmentation.
In addition, legacy systems and technical debt make continuous change feel risky. Many organizations fear breaking what already works. As a result, they default to large, infrequent initiatives rather than smaller, incremental improvements.
Overcoming these barriers requires leadership commitment and operational discipline. It also requires clarity about what capabilities truly matter to the business.
What Leaders Should Rethink Now
Insurance leaders do not need to abandon project management altogether. But they do need to rethink where it applies and where it limits progress.
A practical starting point is to identify core technology capabilities that require constant evolution, such as digital distribution, data platforms, claims automation, and underwriting analytics. These areas benefit most from a continuum approach.
Leaders should also reassess how teams are structured. Organizing around products or capabilities, rather than temporary initiatives, creates ownership and accountability over time. Funding models should support sustained improvement, not just implementation.
Most importantly, success metrics must evolve. Measuring whether a system went live on time is no longer enough. Leaders should evaluate whether technology is enabling faster decisions, better customer experiences, and more resilient operations.
Turning Continuity Into Competitive Advantage
From ReSource Pro’s perspective, the shift from projects to continuums reflects a broader truth we see across insurance operations. Sustainable transformation does not happen in bursts. It happens through alignment, iteration, and constant refinement.
Organizations that embrace a continuous technology operating model are better positioned to respond to change without disruption. They reduce the risk of large-scale failures, improve employee engagement, and deliver more consistent value to customers.
The future of insurance technology is not about the next big implementation. It is about building capabilities that evolve as fast as the industry itself.
Source
Author: David Kaplan
Publication: The Insurance Lead
Original Publication Date: 2025
