"It's not just insurers—pretty much the entire corporate world underestimates the difficulty of translating from a strategy to the respective project. Usually they have a strategy group or someone to deliver a strategy report on how they should be growing. Translating that into the specific projects that are needed—when they should be done, how they should be sequenced, and what resources are needed—they just sort of jump from strategy to execution.
What we see happening is organizations that are able to spend more time taking that strategy and going down multiple levels can reach a better outcome rather those that hurry up with the execution.
Typically people do the strategy and throw the strategy across the wall to IT, appoint a project manager and tell him, 'This is the strategy; now go back and tell us how much money you need and when you can deliver all these things.'
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