Many experts assume what the Internet meant to the printing press artificial intelligence will represent the industrial revolution. It may sound grandiose, but it is not: we are facing one unprecedented leap in productivity, forcing us to rethink processes, roles and business models. And in Insurance industry – an activity that intersects with data, risk management and customer service – these impacts are already visible.
Real transformation is not just about integrating new tools, but rather redesigning entire processes. Technology ceased to be a supporting factor and became the axis of the strategy. Today, different levels of acceptance coexist: from AI as support for specific tasks to systems capable of coordinating – or even managing – entire processes without human intervention. However, The key is not how much AI we use, but how we integrate it to increase our added value without losing the human dimension that defines the sector..
In this context the Digital maturity index of insurance companiespresented by the Argentine Association of Insurance Companies (AACS) and the Chamber of the Argentine Software Industry (CESSI), shows the extent of the current change. The industry’s digital maturity level grew by 12.5% compared to the previous year, reaching an overall score of 2.7 out of 5. Progress is driven by two clear engines: one greater integration of artificial intelligence and a increased investment in cybersecurityaccompanied by a sustainable improvement of the digital customer experience. Actually, 81% of companies have invested in AI in the last year and more than half already have policies and procedures in place to use the technology responsibly.
The corporate culture is also changing. 75% of insurers have already enabled their employees to use AI tools in their operationswhich confirms that digital transformation is not just technical, but deeply human. At the same time, crucial challenges arise: building reliable models, improving data quality and developing – or attracting – specialized talent. Not surprisingly, 31% of companies express concerns about the regulations and ethics of using these technologies, a particularly sensitive issue in an industry based on trust.
It’s also important to highlight a little-mentioned reality: the world is failing to scale generative AI at the promised pace. 95% of pilot projects based on large language models fail because they do not produce sustainable results. However, if the implementation is carried out with specialized suppliers, the success rate increases to 67%. This shows that AI does not fail, processes fail. Strategy failure, inadequate planning and the lack of clear metrics explain more failures than the technology itself.
Currently, the operational structure is the most mature dimension of the index with a score of 3.0, while the external development platform – linked to integration with partners and suppliers – remains the least developed at 2.5. Digital channels continue to expand: The website remains the leader in policy issuance, but mobile applications, chatbots, automated IVRs, push notifications and digital onboarding are proliferating. Everything suggests that the insurance of the future will be a more integrated, automated and tighter ecosystem, but also more demanding in terms of technological governance.
There are already concrete signs of impact: 13% of companies say they have achieved success by integrating AI in key areas such as sales, operations and claims management. It’s just the beginning, but it marks a clear trend. The question is no longer whether artificial intelligence will change the insurance business, but rather which companies will really be ready to benefit from this change.
The opportunity is enormous. Those organizations that manage to combine technology, data and human touch will be the ones that lead the next stage of the sector. The revolution has already begun. The challenge is to ensure that artificial intelligence strengthens – rather than replaces – the most valuable thing in this industry: trust.
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