فصلنامه مطالعات مدیریت راهبردی

فصلنامه مطالعات مدیریت راهبردی

طراحی مدل پیاده‌سازی استراتژی تحول دیجیتال در صنعت بیمه‌ ایران

نوع مقاله : پژوهشی

نویسندگان
علی عابدینی 1
اصغر مشبکی اصفهانی 2
اسداله کرد نائیج 2
مهدی شامی زنجانی 3
1 دانشجوی دکتری، دانشکده مدیریت و اقتصاد، دانشگاه تربیت مدرس، تهران، ایران
2 استاد، دانشکده مدیریت و اقتصاد، دانشگاه تربیت مدرس، تهران، ایران
3 استاد، دانشکده مدیریت، دانشگاه تهران، تهران، ایران
10.22034/smsj.2024.469527.2052
چکیده
هدف این پژوهش ارائه مدلی منسجم و مشخص برای پیاده‌سازی استراتژی تحول دیجیتال در سازمان‌های بزرگ پیشایجیتالی در صنعت بیمه ایران می‌باشد، زیرا که پیاده‌سازی موفق استراتژی تحول دیجیتال برای سازمان‌های پیشادیجیتالی برای بقا در عصر دیجیتال در صنعت بیمه ایران ضروری به نظر می‌رسد. به‌منظور گردآوری داده‌ها از مصاحبه‌های عمیق نیمه ساختاریافته با 13 نفر از مدیران ارشد، مدیران تحول دیجیتال، اعضای هیئت‌مدیره و مشاوران شرکت‌های بیمه که رهسپار تحول دیجیتال بوده‌اند، صورت گرفته است. در این پژوهش از روش پژوهش کیفی و در ساخت نظریه از روش داده بنیاد نظام‌مند استفاده شده است. یافته‌های پژوهش نشان داد برخی عوامل همچون وجود برخی شایستگی‌های مناسب در بین کارکنان، راهبر و تیم راهبری تحول دیجیتال و همچنین فراگیر شدن و رواج یافتن تحول دیجیتال، تغییر رفتار مشتریان و محیط پویای رقابتی به‌عنوان شرایط علّی شناسایی شدند. اقداماتی همچون برون‌سپاری مناسب، ایجاد یک مدل عملیاتی شفاف و مدل محوری بایستی هم‌زمان با ایجاد هماهنگی و یکپارچگی و تجربه گری انجام شوند تا در سایه آن، پیامدهایی همچون افزایش انعطاف‌پذیری، چابکی و یادگیری سازمانی، بهبود مدل کسب‌و‌کار و بهره‌وری، ایجاد خدمات شخصی‌سازی‌شده و ارتقا تجربه مشتریان رقم بخورد. به‌دلیل نوپا بودن رهسپاری تحول دیجیتال در صنعت بیمه‌ ایران، پیشنهاد می‌گردد شرکت‌های بیمه‌ای از رویکرد هم رقابتی در مسیر پیاده‌سازی استراتژی تحول دیجیتال بهره ببرند و با توجه به نقش مهم نهاد ناظر، تدوین نقشه تحول دیجیتال صنعت توسط خود نهاد ناظر و حرکت به سمت حاکمیت دیجیتال، با در نظر گرفتن عدم آسیب به مفهوم اکوسیستم و نظارت به‌جای تصدی‌گری پیشنهاد می‌شود.
کلیدواژه‌ها
تحول دیجیتال
استراتژی تحول دیجیتال
پیاده‌سازی استراتژی
صنعت بیمه
نظریه داده بنیاد

موضوعات

عنوان مقاله English

Designing an implementation model of digital transformation strategy in Insurance industry

نویسندگان English

Ali Abedini 1
Asghar Moshabaki Esfahani 2
Asadollah Kordnaeij 2
Mehdi Shamizanjani 3
1 PhD student, Faculty of Management and Economics, Tarbiat Modares University, Tehran, Iran
2 Professor, Faculty of Management and Economics, Tarbiat Modares University, Tehran, Iran
3 Professor, Faculty of Management, University of Tehran, Tehran, Iran
چکیده English

Introduction
In the field of strategic management, the issue of many strategies failing during the implementation stage still persists. This highlights the need to carefully examine the reasons for these failures. One aspect of digital transformation is the digital transformation strategy, which involves organizations strategically responding to societal and industry disruptions (digital opportunities). Finance Online has reported that seventy percent of digital transformation strategies fail to achieve their goals, indicating that the problem lies in the management of these strategies. Proper management can lead to excellent results in the implementation of digital transformation strategies. Additionally, according to reports from the McKenzie Global Institute, the insurance industry has experienced significant changes and advancements in the digital age. Researchers believe that digital transformation will have a substantial impact on the insurance industry, leading to fundamental changes in corporate culture, products, processes, customer communication, and relationships with competitors. Therefore, it is vital to adopt and properly implement a strategy to address this digital transformation driven by information technology in the insurance industry. Considering the crucial role of implementation in the strategic management process, as well as the inevitability of digital transformation as a strategic imperative for organizations, and the necessity of successful implementation for pre-digital organizations to thrive in the digital age, a coherent and specific model must be established. This study aims to explore the successful implementation of the digital transformation strategy in large pre-digital organizations within the insurance industry of our country.
Methodology
The current research is a fundamental-applied study aimed at addressing a research problem and developing a model using the qualitative research method, specifically employing the systematic grounded theory method to build the theory. The research participants include board members, consultants, and senior managers from the digital transformation sector of the country's insurance companies. A combination of purposive and snowball sampling methods was used to select the participants. Initially, individuals were chosen based on the researcher's knowledge, experience, expertise, and judgment, and then they were asked to recommend other experts in the field at the end of the interview. It's important to note that interviews continued until 3 additional interviews after the theoretical saturation point to ensure thoroughness. Semi-structured in-depth interviews were conducted to gather qualitative data, with notes taken and the interviewees' voices recorded with their consent. To validate the research, the theory was reviewed by a group of experts, including interviewees and university experts, and feedback was collected on the theory's alignment with the data, existence, effectiveness, applicability, and adjustability. Retest reliability (18%) and reliability between two coders (72%) were used to calculate reliability, both of which yielded rates above sixty percent, confirming the reliability of the research.
Results and Discussion
During open coding, 566 codes were extracted from 13 interviews with experts. In the next step, common codes and important codes from the researcher's perspective were identified as final codes. The causal conditions were categorized as compliance with strategic requirements, the readiness of the startup ecosystem, the existence of appropriate competencies in employees, management team, leader and managers, pervasiveness and spread of digital transformation, change in customer behavior, and dynamic competitive environment. The intervening conditions included inhibiting factors (inappropriate management actions, threats from the competitive environment, late performance and time-consuming implementation, customer misbehavior, organizational conflicts, hardware and human resource weaknesses, inappropriate organizational culture, resistance to change, lack of inter-organizational cooperation, and conflict of interests between stakeholders) and promoting factors (the existence of the support of the CEO, senior managers, the supervisory body, the board of directors and the existence of financial and budgetary support). Strategies were divided into two types: hard strategies (taking from competitors, giving importance to customer feedback and digital transformation strategy document, creating quick wins, creating a clear operational model, appropriate outsourcing, optimizing organizational processes, looking at trans-sectors, and creating coordination and integration) and Soft strategies (appropriate reporting to stakeholders, persistence and resistance to failures, experimentation, celebrating achievements and appreciation, involvement and participation of stakeholders, creating a digital culture and human perspective, and using soft skills). In context condition, the actions of the supervisory body, the advance of banks in the implementation of the digital transformation strategy, and the advance of foreign insurance companies in the implementation of the digital transformation strategy were identified. The last part of the model includes extra-organizational consequences such as improving customer experience, increasing stakeholder satisfaction, increasing new customers, creating personalized services, and improving the company's competitive position, And internal consequences like more accurate risk assessment, increasing organizational speed and agility, improving organizational flexibility, increasing organizational learning, improving financial performance and productivity, improving the business model, making more accurate decisions, forming a data-oriented organization, and better control of KPIs.
Conclusion
Due to the early stage of digital transformation in Iran's insurance industry, it is recommended that insurance companies adopt a competitive approach in implementing a digital transformation strategy. It's important for the supervisory body to prepare a digital transformation plan for the industry and move towards digital governance while considering the ecosystem and emphasizing monitoring over entrepreneurship. Given the technology gap between Iran's insurance industry and more advanced countries, it's essential to use modelling and allow advanced foreign companies to enter the insurance technology market. Educating the public about digital transformation concepts, transformative technologies, and the benefits for people can also promote the development of digital transformation in the insurance industry.

کلیدواژه‌ها English

Digital transformation, Digital transformation strategy, Strategy implementation, Insurance industry
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فصلنامه مطالعات مدیریت راهبردی
دوره 16، شماره 63
پاییز 1404
صفحه 99-129

  • تاریخ دریافت 03 مرداد 1403
  • تاریخ بازنگری 31 شهریور 1403
  • تاریخ پذیرش 08 دی 1403