The insurance sector is no longer made up of being digital: the new ambition is to be intelligent. After years focused on computerizing processes and channels, they now bet on a much deeper transformation: hyperautomatization. It is not just about accelerating tasks, but about reinventing the value chain with technologies that make decisions, they understand the context and collaborate with humans. This is confirmed by Babel, a Spanish multinational specialized in digital transformation solutions, which works with some of the main insurance groups in the country and Latin America.
In the face of traditional fragmented automation models, the sector advances towards an orchestrated integration of exponential tools such as artificial intelligence, process mining or APA (agentic process automation) agents, capable of executing end-to-end-end processes without human intervention. This evolution promises not only operational efficiency, but a new way of relating to the customer and designing products adapted in real time.
The benefits are evident. According to Babel’s data, these new solutions allow to reduce human intervention by up to 80% in repetitive tasks and improve precision between 30% and 50%. But beyond the figures, what makes the difference is the approach: automation is no longer a technical layer, but a business strategy.
“Now we hyperamatize with exponential technologies, adding generative AI as an extension of capacities in business processes. The key is in its real integration: it is not enough to have them, we must embeddar them in the business processes,” says Luis Carlos Tristán, director of the Insurance & Health sector in Babel.
Intelligence in the insurance sector
The change is also noted on the client side. With smarter and connected processes, an accident can be resolved in seconds and a policy to adjust in real time according to the behavior of the insured. The embedded insurance, the on-mand microseguros and the self-service models gain prominence in this new panorama, where the user takes control from any channel and at any time.
Tristán warns that this technological leap demands more than investment: “A strategic vision and focus on those processes where hyperautomatization has greater impact is necessary. In addition, its scalability and governance must be verified from the design to guarantee the future of the project.”
Ten axes for real change
The company has identified ten strategic levers that are marking the course of this transformation:
- End-to-End orchestration: Coordinated integration of AI, RPA, BPM and Analytical on key processes.
- Smart agents: APAs allow human-machine collaboration and autonomous decisions with direct impact on the results.
- Process Mining and Observability: Measure, analyze and optimize in real time becomes essential.
- Automation with human approach: Liberating the mechanical task employee improves their strategic role.
- Data and scalability government: Initiatives must grow sustainably and measurable from the beginning.
- The business adapted: Models trained with own data for greater precision and relevance.
- New insurance products: They are only viable if they are born automated and ready to evolve.
- Total Customer Self -Service: Management passes from call center to the user’s mobile.
- Connected digital ecosystems: Interoperability with devices, apps and third as new operational standard.
- Talent leading automation: Without formed and aligned equipment, the transformation stays in a pilot.
