Successfully implementing new insurance systems is not just about technology. It’s also about people. No matter how advanced a policy administration system (PAS) may be, its success ultimately depends on how well employees adapt to and embrace the change. Without solid change management, even the best system can face resistance, poor adoption and confusion among staff.
Leslie Muthen, Head of Territory: Africa at SSP, highlights that the human aspect of system implementation is often underestimated.
“Technology alone doesn’t drive transformation,” he says, “people do. If employees are not engaged in the change process, the system will not deliver its intended benefits.”
With over 40 years of experience in delivering projects across the globe, SSP has seen first hand how critical change management is in ensuring a smooth transition to modern PAS solutions.
Planning for implementation
A well-structured roadmap is the foundation of any successful system transition. It must outline timelines, resource allocation and risk management strategies, while adopting a phased approach to minimise disruption.
“A clear roadmap is essential,” says Leslie. “Breaking the implementation into manageable stages ensures that employees are not overwhelmed and allows for continuous evaluation and refinement along the way.”
It is equally important to agree on a business case and strategy upfront. Organisations should not simply replicate their existing systems. Rather they should use the opportunity to rethink workflows, automation and customer interactions for improved efficiency.
“We’ve seen companies succeed by redefining their business processes rather than just upgrading technology,” Leslie says. “One of our clients went as far as engaging organisational psychologists to support employees during the transition to an SSP solution, ensuring a smoother adoption.
“Change management for brokers and partners is just as critical as it is for internal teams.”
While infrastructure investments are necessary, the human side of change must be prioritised. Companies should appoint internal change champions, involve employees early in the process and provide emotional and psychological support throughout.
“People experience uncertainty with any major change,” says Leslie. “Transparent communication from leadership is key when it comes to easing anxieties and building trust.”
Mitigating risks
Every system transition comes with risks, from cybersecurity threats to employee resistance. A comprehensive risk management framework should identify and address these risks early on.
“The biggest risk isn’t technical,” says Leslie, “it’s people not embracing the change. If employees don’t see the value in the new system, they won’t use it effectively. Engaging them early and addressing concerns proactively is critical.”
Training and ongoing support
Training is more than just teaching employees how to use a new system. It’s also about shifting mindsets. Tailored learning journeys based on job roles, continuous feedback loops and iterative training programmes are essential for a successful transition.
“Training must be ongoing,” Leslie says. “It’s not a one-time event. Employees need continued support as they adjust to the new system.”
Post-implementation support is equally crucial, with help desks, online resources, and leadership reinforcement playing key roles in ensuring smooth adoption.
Building a change-ready culture
Successful system implementation should drive – and be driven by – a cultural shift. Leadership commitment, transparent communication and incentives for early adopters create an environment where change is embraced rather than resisted.
“Leadership must actively champion the change,” says Leslie. “If executives and managers aren’t fully behind the transition, employees won’t be either.”
Recognising and rewarding employees who adapt quickly to the new system can also accelerate adoption. Celebrating small wins helps create momentum.
In conclusion, Leslie reiterates: “Implementing new systems in the insurance industry is more than a technology shift – it is a people-first transformation. Without effective change management, even the best system will struggle to deliver value.
“Companies that prioritise change management will not only modernise their operations but also improve efficiency, customer service and overall business performance.”
