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AI w underwritingu i likwidacji szkód — ile decyzji można oddać technologii

18/09/2026 |

12 min reading

AI in insurance generates plenty of interest, but the conversation often hits a wall as soon as decision automation comes up. Even though the technology can do much more, modernization efforts still tend to start with proven use cases such as document review, data extraction, and automated summaries. Insurers are far more cautious when it comes to using AI for more advanced tasks, including risk analysis, anomaly detection, building case context, and preparing recommendations. But perhaps we are spending too much time asking how many decisions we can hand over to AI, and not enough time asking how to design a process that uses the technology without giving up control, accountability, or auditability.

Magdalena Marczak

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18/09/2026 |
12 min reading
AI in insurance generates plenty of interest, but the conversation often hits a wall as soon as decision automation comes up. Even though the technology can do much more, modernization efforts still tend to start with proven use cases such as document review, data extraction, and automated summaries. Insurers are far more cautious when it comes to using AI for more advanced tasks, including risk analysis, anomaly detection, building case context, and preparing recommendations. But perhaps we are spending too much time asking how many decisions we can hand over to AI, and not enough time asking how to design a process that uses the technology without giving up control, accountability, or auditability.
Magdalena Marczak
16/09/2026 |
8 min reading
Apps and self-service channels were expected to take over a significant share of policy servicing after purchase, yet the phone remains one of the most widely used ways to contact an insurer. That is not necessarily a problem, as some customers deliberately choose to speak with a person when dealing with more complex issues. The situation is different when calling becomes the only way to complete a process that could not be finished online. In this article, we look at where transitions between channels begin to generate costs that remain hidden when each channel is analyzed separately.
Magdalena Marczak
31/08/2026 |
10 min reading
You've just received another proposal for a low-code platform that promises to accelerate product launches and take pressure off IT. It sounds appealing, especially when the backlog keeps growing and Sales has been waiting three weeks for a new promotion. But in origination, configuration speed is only part of the equation. Maintaining control over case state, handling exceptions, and ensuring consistency across systems are just as important. So if you want greater control over the process as a whole, it may be better to put the technology decision aside for a moment and start with a different question: which parts of the process should remain a stable foundation, and which can safely be moved into fast business configuration?
Judyta Bartnicka
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26/08/2026 |
13 min reading
Working as an IT manager on projects for financial institutions, I have often heard some version of this statement: “We want to automate decisions, but we need to know what the system based them on.” In recent years, that tension has become even more pronounced. On the one hand, there is growing pressure to process applications faster and increase the share of automated decisions. On the other, institutions still need to be able to trace and reconstruct how each decision was made. And since, in financial services, “faster” cannot mean “we don’t know why,” how can institutions implement automated credit decisioning without creating a black box?
Kamil Kopeć
04/08/2026 |
10 min reading
Customers are increasingly abandoning processes in the banking app, and the number of contacts with the call center and customer service is rising. You are expected to present a plan for improvement, yet it is still unclear whether changing a few screens will be enough, a full UX audit is needed, or the problem really justifies a redesign budget. Before you involve more teams, you can start with a quick diagnosis of a selected journey. It is a simple way to organize your first observations, point to the most likely sources of the problem, and decide what the next step should be.
Marta Rutkowska
22/07/2026 |
10 min reading
Between the broker’s email and the underwriting decision, even the most experienced underwriters can lose valuable time. Not because of expert assessment, but because they repeatedly have to determine whether the case is complete, current, and ready to move forward. In this article, we show how the Underwriter Portal turns the first message into a structured case prepared for analysis and recommendation — so that real underwriting can begin where it should: with risk assessment.
Magdalena Marczak
22/07/2026 |
9 min reading
The sales director promises the executive team a new auto insurance offering by the beginning of the quarter. A week later, IT hears about the idea for the first time and immediately knows the change will not happen quickly: it affects five systems, two operations teams, and documentation that no one has updated in years. What looked like a straightforward product change from the business perspective starts stretching into several months. In this article, we explain what really determines the pace of product changes and how to design an architecture that makes them easier to implement.
Magdalena Marczak
16/07/2026 |
9 min reading
If people in your organization are increasingly saying that quotes are not going out on time, deadlines are starting to slip, and the underwriting team is at capacity, it is easy to assume that the team is simply too small. But it is worth checking whether the delays are happening earlier — before the decision itself is even made. In this article, we highlight six points where the underwriting process most often loses momentum and explain why improvements should start with better workflow.
Magdalena Marczak
07/07/2026 |
8 min reading
You keep adding new capabilities. The app now lets customers do more than pay a bill — they can also purchase a subscription or use additional services. And yet the number of negative reviews, abandoned journeys, and customer service contacts keeps rising. In an era of neobanks, rapid product iteration, and AI models that can recognize customer behaviors, banks face a seemingly difficult choice: accelerate development or get the basics in order first. In this article, we show that the real issue is not choosing between growth and strengthening the fundamentals, but getting the sequence of actions right.
Jakub Szeszko
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