Insurance company: processes to the rescue


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Read our case study and learn how we can also improve your organization.

At Flokzu, we want to provide helpful tools to ensure your business grows from a practical approach. Hence, your Insurance company processes are efficient and effective. But unfortunately, although there are many theoretical recommendations out there, when the time comes to apply them, they become meaningless or too complex to be put into practice. And besides, small and medium enterprises (SMEs) tend to bear the costs, which are often inaccessible.

That’s why we consider that case studies are so valuable. They show specific difficulties when managing business processes and how to overcome them. Our experience has shown us which are the best practices to replicate and which ones ensure sound management of document-based processes.

Here’s an example.

The Customer

  • Region: Latin America
  • Sector: Insurance
  • Origin: Multinational corporation
  • Size: SME

The Challenge

The company was handling its processes manually (via mail or Excel® sheets) or using lots of paperwork, reducing its chance of growing due to the inefficiency. That kind of management entails and ultimately harms the support provided to customers.

Although processes worked properly and the company had experienced exceptional levels of growth in recent years, that would eventually change. The manual processes could no longer endure clients or employees. As a result, we identified opportunities for improvement in most of the organization’s processes. It would increase their efficiency and improve customer satisfaction without adding high costs.

The Solution

Since most processes involved document management, they chose Flokzu as a BPM Suite to solve their problem. We selected the first processes for automation, balancing the positive impact with the complexity. These are some of the processes we automated:

  • Previous inspection process
  • Reception of complaints or suggestions
  • Requests to the IT Department
  • Contracts with suppliers and customers

The first process allowed the assessment of the ensured good and generated electronic information and reports. The central storage added visibility for them. The inspector no longer had to take a picture and send it on paper or by mail. Instead, he took a digital photo and attached it to the form. When submitting the form, he immediately initiated the evaluation process (without needing any paperwork), which continued until resolved. At every stage, the information was available, substantially improving time management. Furthermore, management could set time limits that send alerts if they exceed the established time.

The second process established a much more satisfying customer experience, since all complaints and suggestions were centralized and followed up until the client got a response or solution. In addition, all key documentation was grouped to be analyzed and improved afterward.

The third process organized the requests to the IT Department. The categories were relevancypriorityfollow-up stage, and control. This process improved the experience of the whole company regarding business processes.

Finally, we automated the contract process, gathering all its conditions and facilitating the identification of the latest renewal conditions. Thus, the relationship with suppliers was optimized, improving negotiation skills.

Main improvements

  • Shorter processing times increase profitability.
  • A more significant volume of insurance while keeping the exact costs (staff and infrastructure).
  • Improved customer experience: more efficient management of complaints and suggestions, shorter response time, traceability of responses, and alerts for exceeded times.
  • Improved efficiency of the organization due to centralized information.
  • Reduced time to process each document due to electronic devices and automated solutions. Market differential: time management bounded and insured.
  • Better organization of IT Department request. They are improving the solutions provided by the IT Department with a proper follow-up stage.
  • Processes were documented using BPMN, an international standard that most process-people know.
  • More agile management within the company, easier management of internal documents involved in all processes, and better communication among individuals automatically improved all processes.
  • Lower management costs: less paper, printing, and storing costs and less required time to find the documents.

Despite this case study is a specific example, it illustrates many of the best practices that Flokzu’s team identified as vital and that we strongly recommend following.

Best practices

  • Identify the most vital processes of your organization and which ones are currently lowering your growth rate.
  • Stick to a reasonable number of processes (less than 5) to analyze them better instead of working on too many simultaneously.
  • Involve different employees, mainly those who participate in the chosen processes, and let them become part of your BPMS team.
  • Choose the right BPM System. This post compares leading cloud BPM tools.
  • Do not lose track of time. The right BPMS, aside from being efficient, should be agile and easily implemented.
  • The process does not end after being implemented. It is a cycle, which is why the analysis stage is as important as the previous ones. You should measure your results to identify improvement opportunities and restart the cycle.


An insurance company operates in a sector where customer experience carries much weight. Therefore, it is important to recognize opportunities to improve that experience without losing sight of profitability. A solution like the one presented in this case study can integrate both interests so that the organization can continuously grow and gain more competitive advantages.

A BPMS can improve your business process management, but selecting the right System is not enough. You also have to identify, measure, and evaluate how your processes are running. That is how you can take advantage of BPM benefits, and those who can do that will notice a significant improvement in the efficiency and profit of their organization.


You can also schedule a work session here to model a real-life process in your organization together

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Sobre el autor

Picture of Micaela Suarez

Micaela Suarez

I am an economist and MBA, passionate about the intersection between technology, growth hacking, and the entrepreneurial world. My commitment lies not only in understanding current trends but also in anticipating and adapting to market transformations. My expertise focuses on implementing advanced demand generation strategies and martech. Innovation is not just a buzzword for me, but a central philosophy in my professional approach, especially when it comes to exploring and adopting new technologies. In addition to being an Economist and holding an MBA. With more than a decade in leadership roles in management and sales, I have made my mark especially in the technology sector, actively contributing to the growth and development of companies in this field. As the Chief Revenue Officer at Flokzu, my mission is clear: to drive the company's global expansion and growth. An essential part of my role is to direct and coordinate the overall demand generation strategy, manage the commercial and marketing teams, and strengthen our partnership and strategic alliance strategy.

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