Digital Transformation: "Constantly Clarify Who or What We Are Doing This For"

How does a traditional insurance company navigate the complex journey of digital transformation? To find out, we spoke with Solveig Schulze, Head of Digitalization and Data Management at Gothaer and Managing Director of Gothaer Digital GmbH. With a background spanning Lufthansa's Transformation Hub and building startups, Schulze acts as a "bridge builder" between corporate legacy and digital innovation. In this exclusive interview, she reveals the mindset, strategies, and challenges involved in fostering a true transformation culture within a major insurer. Her central philosophy is simple yet powerful: success hinges on constantly clarifying the "why"—for the customer and the employee.

Building a Sustainable Transformation Culture

Digitalization is not a one-time project but a continuous process of adaptation. When asked how companies can establish a lasting culture of transformation, Schulze emphasizes agile thinking and action. "The key," she states, "is to constantly make clear who or what we are doing something for." This requires ongoing communication: explaining the reasons for change, celebrating successes, and demonstrating benefits for both customers and employees. Since change is often met with resistance, leaders must proactively highlight positive impacts to create intrinsic motivation and buy-in.

The Evolving Role of Leadership in a Digital Age

This shift fundamentally changes the role of managers. According to Schulze, modern leaders should not command and control but rather "set the framework in which teams can implement their skills and ideas." A critical leadership task is contextualizing individual projects within the bigger picture, showing how each piece contributes to the overall mission. Continuously answering the "why" is, therefore, a primary goal for every leader driving digital innovation in insurance.

Practical Steps: From Chatbots to Startup Partnerships

At Gothaer, Schulze's approach is grounded in transparency and customer-centricity. She initiates the development of clear target visions based on customer needs, which then translate into concrete solutions. Examples she cites include:

• Implementing chatbots in telephony services.
• Developing geo-data models for the claims department.
• Forming partnerships with startups to create new digital touchpoints.

This pragmatic focus ensures that digital transformation efforts deliver tangible value.

Balancing Innovation with Corporate Responsibility

Can a large insurer embrace the "just try it" ethos of startups? Schulze acknowledges the constraints: "We cannot experiment like startups on a green field." The solution is to create "safe spaces for experimentation" that allow for technological exploration while rigorously protecting company and customer data. This balanced approach enables controlled innovation without compromising security or stability.

Addressing Legacy Realities: The Fax Machine Question

Even as they push forward, insurers must manage legacy systems and customer habits. When asked why Gothaer still offers fax numbers for claims reporting, Schulze provides a candid, customer-prioritized answer: the company digitalizes processes based on customer relevance. Since fax still sees some usage and other digital channels are available, it remains a lower-priority item on the modernization list. This highlights the practical challenge of phasing out outdated technologies while serving all customer segments.

AI as a Core Strategic Component

Gothaer employs Artificial Intelligence (AI) across its entire value chain, demonstrating a mature, integrated approach:

This widespread deployment shows AI is not a side project but a central driver of efficiency and customer experience.

The Unmissable Trend: Generative AI

Looking ahead, Schulze identifies generative AI (like ChatGPT) as the trend insurers and brokers cannot afford to miss. Despite fluctuating hype, she believes it is "just at the beginning" and holds immense transformational potential. A prime example is GPT-based information systems that can search documents, generate answers, and handle customer queries—applicable in both customer service and internal knowledge management. She advises a "critically reflective, yet proactive and courageous" approach to exploring this technology, given its uncertain but significant future impact.

On Digital Wellbeing and "Digital Detox"

Finally, on the human side of digitalization, Schulze touches on wellbeing. While she hasn't yet taken a formal "digital detox," she acknowledges its potential value. For companies, she stresses the importance of distinguishing between being "on" for work and the expectation of constant availability. Employers should communicate that digital reachability outside work hours is a personal choice, not a mandate, helping to prevent burnout and stress in an always-connected world.

Solveig Schulze's insights provide a realistic blueprint for insurance digitalization. It is a journey that balances bold innovation with pragmatic customer focus, empowers employees through clear communication, and leverages technologies like AI not as gadgets, but as core components of a future-proof business. The ultimate guidepost remains unwavering: know who you are doing it for.