Scott Murphy, Chief Executive Officer, Jewelers Mutual.
Technology is changing how insurers operate, but progress should not be measured by how many tools an organization adopts. It should be measured by whether those tools help employees serve people more effectively.
That distinction matters in insurance. Customers often turn to an insurer during stressful or uncertain moments. They may need help understanding protection, reporting a loss or navigating what happens next. Speed matters, but so does empathy, judgment and trust.
In my experience leading a specialized insurer, I’ve learned that technology creates the most value when it supports those human strengths. It should reduce friction, make information easier to access and give employees more time to listen, advise and solve problems.
The goal is not fewer human interactions; it is better ones.
Start with the business need.
One of the easiest mistakes insurance leaders can make is starting with the technology rather than the problem. A new AI capability becomes available, and the organization immediately looks for places to use it. That might create activity, but not necessarily value.
At our jewelry insurance company, our broader technology strategy begins with the needs of the business and the people we serve. We consider where employees encounter friction, where processes create unnecessary work and where technology could make an experience clearer or more efficient.
The same discipline should guide AI adoption. Leaders should ask what problem they are solving, who will benefit, how employees will use the technology, where human judgment must remain and how success will be measured.
Use AI to strengthen employees.
AI creates the most value when it helps people work more effectively, such as by organizing information, summarizing complex material or reducing repetitive administrative work. In the right setting, it can help employees find relevant information faster and devote more attention to work requiring experience, context and empathy.
I see that as particularly valuable in specialized insurance, where customer circumstances don’t always fit neatly into a standard process. Technology can bring information forward, but an employee still needs to understand the situation, apply judgment and communicate clearly. Customers do not simply want a fast response; they want confidence that the person helping them understands what matters.
Use personalization responsibly.
I’m finding that customers increasingly expect experiences that reflect their needs and history. Digital tools can help organizations provide more relevant information, but personalization must be approached carefully.
The objective should not be to collect as much data as possible. It should be to use appropriate information responsibly to make the experience clearer and more useful. Leaders should also avoid making personalization feel intrusive. In trust-based industries, relevance must be balanced with privacy, transparency and accountability. Technology should support the interaction, not define the customer solely through data.
Keep humans in the loop.
AI is effective at speed, scale and pattern recognition. People bring judgment, context and accountability. The strongest results come when those strengths work together. A human-in-the-loop approach means technology may organize information or support internal workflows, while people remain responsible for interpretation and the appropriate next step.
That accountability is essential in insurance and other regulated industries. Human oversight should be designed into the operating model from the beginning. Teams should understand who reviews AI-generated information, how errors are identified, when issues are escalated and how accountability is maintained.
AI can assist with the work, but responsibility still belongs to people.
Understand that governance enables progress.
Governance is sometimes viewed as something that slows innovation. In reality, strong governance can give an insurance organization the confidence to move responsibly.
This is why insurance leaders should establish clear expectations around privacy, security, accuracy, transparency and human oversight. Technology, legal, compliance, security and business teams should all be involved. AI is not solely a technology issue. It can affect employees, customers, workflows and organizational risk. Cross-functional involvement helps ensure those implications are considered before a capability becomes part of daily work.
Remember that culture matters more than tools.
Even strong technology will fail if employees do not understand why it is being introduced or how it is intended to help.
In my leadership experience, people are more likely to embrace change when they understand its purpose and can help shape how it is applied. Employees closest to the work often identify opportunities and risks that are not visible from a strategy document.
Pilot programs should include the people who will use the technology. Training should also help employees understand the limitations of AI-generated information, how to question outputs and when to rely on their own expertise.
Measure what improves.
I’ve found leaders often measure technology progress through activity, such as tools tested, employees with access or pilots launched. Those measures may show adoption, but they do not necessarily show value. I also recommend that insurance organizations assess whether the technology reduces repetitive work, makes information easier to find, improves consistency and creates more time for meaningful work.
The most important question is whether the organization is serving people better. A widely used tool that creates confusion or distance is not a success.
Create space for human connection.
Leading a company that helps protect items tied to some of life’s most meaningful moments has reinforced my belief that efficiency and empathy cannot be separated.
Customers expect compassion and understanding during difficult or unexpected moments. They want someone to listen and help them feel heard. AI might be able to help improve internal processes and support employees, but it cannot replace the trust created when a knowledgeable person listens, applies judgment and takes responsibility.
The future of insurance will require a thoughtful balance of digital capability and human connection. Insurance leaders need to adopt AI with discipline, connect it to real business needs and keep people accountable for outcomes.
Digital transformation does not have to cost an organization the human connection. Done thoughtfully, it can create more space for it.
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