Lloyd’s of London explains market engagement approach for Blueprint Two. Published on its website, it outlined three areas under which it was tackling engagement:
- the formation of a single market readiness team that will work with the joint venture;
- the segmenting of the market its third parties into ten groups to beknown as ‘communities’ or The EC10;
- the production of key artefacts that include solutions outlines, benefit cases, implementation playbooks, and tracking tools.
On 28 January 2022 Lloyd’s released the second edition of their Blueprint Two Interactive Guide. The release of the second interactive guide is the fifth major publication related to the marketplace’s Future at Lloyd’s transformation programme initiated by CEO John Neal.
It follows the original Prospectus, Blueprint One, Blueprint Two and the first edition of the Interactive Guide. It is the first release following the JV between Lloyd’s, the International Underwriting Association (IUA), DXC and is supported by the LMA.
“This month we have met with eight of the communities and have introduced them to their market readiness partners. But this is just the start, and there is a lot of work to do; from setting one-to-one meetings with each of the firms, focused planning sessions to assess their business case and benefits, working on bespoke readiness plans, and involving them in market acceptance testing”, wrote Lloyd’s.
We are looking to identify a Blueprint Two champion at each carrier and broker that can work with their market readiness partner, as a key point of contact in their organisation. Once these have been agreed we will update this page with that information.Lloyd’s
In segmenting the market and its third parties, Lloyd’s said it had broken it down into six carrier, three broker and one vendor community made up of about 15-20 companies in each group.
According to Top Challenges facing Insurance Brokers Report, one of our broker communities is larger to cover all mid to small sized brokers – of which there are many. The communities (where possible and practical) have been segmented broadly on the vendor they are using.
Grouping this way creates a community that will have similar requirements, challenges, and solutions to technical change. While technology is not the only change, the market must make, it can often be the hardest to deliver – so it makes sense to group together and involve the vendor in our conversations.
The stakes seem particularly high for Lloyd’s around Blueprint Two. In January, CEO John Neal said that the success of the market depended on the strategy’s effective implementation.
2022 is an important year of change for our market, so it’s vital that organisations begin preparing to adopt the solutions. Our hope is that this detail allows everyone to prepare the ground within your own business to be ready as the solutions are rolled out, inspiring confidence in the significant change we’re delivering through Blueprint Two.
Lloyd’s set out the next phase of its digital transformation plan with the release of its second blueprint for change back in November 2020, following the roll-out of the first blueprint in September 2019.
Blueprint Two would redesign the entire insurance lifecycle process from placement through to accounting, payment, endorsements, claims, renewals and reporting.
Lloyd’s Blueprint Two Update
The second Interactive Guide comes seven months after the first Interactive Guide was published and fourteen months after the release of Blueprint Two. When Blueprint Two was released it narrowed the scope of the initial transformation programme announced in Blueprint One. The focus concentrated on modernising open market risk placement, DA facility and risk placement and claims processing journeys.
Since the announcement of Blueprint Two, work has gone into a few key areas including the first iteration of the Core Data Record (CDR) for North American property, as well as the first release of the Delegated Contract and Oversight Manager (DCOM) and first iteration of the Claims Bordereaux status tracker pilot, part of the Faster Claims Payments (FCP) capability.
The first Interactive Guide released in May 2021 was Lloyd’s first attempt to advise managing agents and other market participants on what they should do to prepare their organisations for the solutions being delivered by Future at Lloyd’s. This second guide focuses on what Blueprint Two will be doing over the coming two years of delivery.
Summary of Blueprint Two: From Lloyd’s to London Market
This guide provides updates on two main topics:
- Solutions: an overview of the solutions being built
- Roadmap: a roadmap for delivery through to 2024
The overall focus remains on Open Market, Delegated Authority, Claims and Digital Accounting.
Whilst there are no great surprises, this is the first major update to not mention the ‘Future at Lloyd’s’ in any of its 175 pages. We take this as a sign that the transformation programme is repositioning as a London Market (rather than Lloyd’s) initiative. This is supported by the wide range of participants in the ‘voice of the market’ section.
Solutions of Blueprint Two
This update tries to simplify how the solutions are presented by moving presentation from process flows to capability building blocks.
Simplistically there are four main building blocks:
- Data: focused on data standards including the CDR and iMRC
- Core platforms: including open market placement platforms such as PPL and Whitespace as well as delegated authority platforms such as DDM (Delegated Data Manager) and DCOM (Delegated Contract Oversight Manager)
- Core digital services: the core digital services such as ICOS (core solution for open market and delegated authority claims processing) and IPOS (digital solution for open market and delegated authority accounting and settlement) and the focus of DXC’s efforts over the next 2+ years
- Digital gateway: the connection between market participants and core digital services
Roadmap of Blueprint Two
A major contribution of the latest update is an explicit delivery roadmap spanning from Q2 2022 to Q2 2024 and laying out key market milestones and the programmes of work leading up to them. These cover the three areas of focus: open market, delegated authority and claims. The intention is to move to fully digital services in Q2 2024.
This 2024 milestone implies that all market participants need to be migrated by this date. However, there is reference to ‘transition services’ for laggards, which include updates to Lloyd’s messaging, replacement of user interfaces or portals (e.g. LIDS, POSH etc) and some changes to reporting content and user credentials.
The roadmap also sets out interim milestones which include:
- CDR (Core data record) approved by the Data Council – Q1 22
- iMRC (intelligent market reform contract) standards published – Q2 22
- Digital gateway sandbox test – Q2 22
- Claims data standards published – Q2 2022
- DDM submission solution live – Q3 2022
- Enhanced DA reporting on DDM and DCOM – Q4 2022
- DA Faster Claims Payments (FCP) released – Q4 2022
- DA Claims Status Tracker final release – Q 2023
- DDM fully adopted – Q2 2023
- DA accounting and settlement systems built (IPOS and ICOS) – Q3 2023
- ICOS and IPOS build complete ready for market acceptance testing – Q3 2023
Lloyd’s of London has launched a second edition of its Blueprint Two digitisation strategy, including an interactive guide and implementation road map.
Blueprint Two, which was first published in November 2020, sets out the planned implementation of new digital solutions for the Lloyd’s market – these aim to make transactions faster and cheaper for participants.
In a virtual press briefing on 27 January 2022, Lloyd’s chief executive John Neal said: “2021 was really about laying the foundations that allowed us to build the digital solutions.
2022 is an important year of change for our market, so it is vital that organisations begin preparing to adopt the solutions – the success of our market depends on it.
“Our hope is that this detail allows everyone to prepare the ground within our own business to be ready as the solutions are rolled [out], inspiring confidence in the significant change we’re delivering through Blueprint Two.”