Perhaps the best way to tackle this is through an understanding of what should happen. Just as a quarterback seeks perfection in his rating, so too should claims organizations. To drive results, it is incumbent upon leaders to lay out the expectations for success.

In the NFL, it is generally accepted that failure to win 10 games will result in exclusion from the playoffs. Certainly there are exceptions, but they are few and far between. It is also recognized that going 16-0 is an improbable outcome, although possible. The key to success is to recognize where you are today and what is needed to achieve the next level.

It is important to benchmark against the industry, as opposed to oneself. Consider the Jaguars who went 4-12 this past season. Simply going 6-10 would be a marked improvement on paper, but still a disastrous result. Rather, one should focus on the best in breed. Look to those competitors who are at the top of their game and then study how they got there.

Results will come through three main channels; people, processes and technology. People are the lifeblood of any organization, but only so long as they are the right people. Another caveat is that the right people need to be in the right positions. Why has Tim Tebow floundered in the NFL? Arguably because he doesn't have the accuracy and tenacity to be an NFL quarterback, although many believe he could be an outstanding tight end.

Finding the right people is often a challenge in itself. The key to success lies in attitude, which is far more important than technical expertise, as the latter can be taught. Of course, the biggest win is the disciplined adjuster with the requisite expertise and a positive attitude.

Beyond people, we must leverage processes and technology. Processes will provide a proven path for success to drive outcomes. Effective processes make organizations lean and nimble, giving way to an immediate competitive advantage. Technology is the final step, as it can improve productivity and provide tremendous economies of scale. Key tools, such as ClaimIQ, provide the adjuster with the framework for conducting better investigations, more accurately evaluating claims and developing a successful negotiation strategy.

Interestingly, there are multiple paradigms for organizations with improvement opportunities. Some are consistently bad. The consistency has been borne out of complacency with a lack of desire to get better. In a sense it has become institutionalized. Measurements of improvement are limited to historical results, with any incremental improvement being viewed as a positive, even if it is far below industry standards. Others are floundering due to inconsistency. There is tremendous potential based upon the work product of some, while others provide substandard results.

Prior to developing a plan of action, it is critical to understand the driving forces. In some situations it can be people driven, in others there may be a lack of or ineffective procedures. Perhaps this is coupled with a lack of technology, such as a robust claims management system or decision support tool.

The good news is that a renewed focus on fundamental execution will drive results. There is no reason that the Jacksonville Jaguars, or any other team for that matter, cannot become an accomplished Super Bowl winner. Likewise, there is no reason that claims organizations cannot leverage basic blocking and tackling skills to gain a significant competitive advantage.