The Innovative Insurer for the Innovative Insured: The AXA XL Ecosystem Journey
Author: Rose Hall
Founder & CEO, RH Business Ventures, LLC
SVP, Head of Innovation, Americas, AXA XL (frmr)
History
AXA Group CEO Thomas Buberl, stated, “Customers want more from us than paying bills. We need to go on a journey and become a partner for our customers.” At AXA XL, this is referred to this as the Payer to Partner initiative. It is in the spirit of this mission that AXA XL, a division of AXA, and specifically our North America Construction team, began to conceptualize how to offer more value for our customers than just insurance. We imagined an ecosystem of business partners, technology solutions, education, collaboration, data analytics, and risk management resources – all paired synergistically with insurance products that support the advancement and modernization of the construction industry. This became the AXA XL Construction Ecosystem.
Payer to Partner aligns with the way of doing business for nearly 15 years since the AXA XL North America Construction Business Unit was created in 2011. It was started with a mission statement of building the best all-lines construction risk solutions team by partnering with top contractors to successfully build and rebuild North America through construction projects.While many insurers are organized by the insurer’s product (e.g., general liability, workers compensation, property, etc.) with specific industries addressed within each department, at AXA XL, the construction business unit was uniquely organized into one industry vertical for all lines of construction insurance. This allowed us to provide insurance solutions in the same way that our customers evaluate risk – holistically. For this and many other reasons, top contractor customers have been relying on the innovative, trusted advice of the AXA XL Construction team since the group’s inception, so as technology advances, it was a natural evolution to discover what more could be invented to enhance this value proposition.
Payer to Partner starts with solving customers’ problems first. Global insurance companies are in a unique position to help solve risk problems for two reasons: 1) insurers share the risk with our customers – therefore success is mutually beneficial; 2) insurers see a cross-sectional view of the industry that no single customer has access to – providing the ability to aggregate best practices and learnings from across the industry to elevate the whole. Understand and underwriting the unique businesses of top construction customers year after year, enables an insurer to grow profitably as our customers grow profitably. When insurers go beyond the policy to help customer solve their complex business problems, all partners in the value chain benefit.
Enter new risk-reducing technologies
New and innovative technologies have changed and enhanced the way we live, work, and play – we experience this in our personal lives every day. For construction, technology can enhance a projects’ safety, efficiency, quality, cost, and schedule – but where does one begin? Less than a decade ago, the biggest problem with technology in construction was that there wasn’t enough – now the biggest problem is there’s too much construction tech.
This overwhelming landscape was becoming onerous for our customers, who turned to their insurer for thought leadership, advice, and guidance in this space. They were asking: Which tech is right for my project? What’s the cost? Is there a proven ROI? How do I use the data? How do I encourage adoption? How do I integrate it into my operations? How do we scale? Will it reduce risk? This swirling cloud of unanswered questions lead the AXA XL construction team to leverage their knowledge and specialties to help solve these problems and propel the industry forward. We knew tech adoption was the first problem we needed to help them solve. The mutual interest, shared risk, and the potential for synergistic benefits between us and our customers in solving this problem led to the birth of the Construction Ecosystem.
The Construction Ecosystem is an intrapreneurial project within a massive global insurance company – a start-up of sorts, but without many of the challenges that start-ups face when trying to achieve product-market fit, scalability, and critical mass. First, we already had a trusted and tenured customer-base (insureds), with whom we’d already developed strong relationships. Second, as an established and recognized global brand, we already had the resources, influence, and reach that many start-ups struggle to attain. The customers are already accustomed to seeking their insurer’s advice to solve problems, and they are keen to listen to the answers. But it wasn’t all smooth sailing – in fact, a few of these factors actually backfired later in our journey.
Evolving Innovation
The original AXA XL Construction Ecosystem was conceived as: A digital network of innovative products and services focused on advancing technology adoption and leveraging data to solve customer’s problems, enhance their risk management efforts, and support their business goals. The idea was a data platform, where we could aggregate the insurers claims data with the insureds data from various jobsite technologies (including IoT) for a holistic view of risk for both parties. A Risk Manager could then login and see how each of their projects were performing, compare these data points with their historical claims data, and compare their claims trends against their peers in the industry. In addition, we would provide a Technology Library of curated technology solutions that have been vetted, curated, and contracted with pre-negotiated preferred pricing and terms. We would provide resources to educate our customers on the various technologies, and consultative services to support their adoption efforts. The Construction Ecosystem was to be an all-in-one Software as a Service (SaaS) data platform, with a side dish of Technology Library and supporting services. We thought it was brilliant – there was only one problem. It wasn’t what the customer wanted – only they didn’t tell us that directly, and we wouldn’t discover it until nearly a year later…
So, brilliant idea in mind, we began the software-as-a-service (SaaS) build based on The Lean Start-up methodology. We contracted with a data analytics firm, Athenium Analytics, who was among the first technologies in our Tech Library. Athenium began work on the first minimum viable product (MVP) while we assembled a team of 6 pilot customers from our 30-member Customer Council, a special advisory group of our most engaged and partnership-oriented customers. The data platform consisted of three components: 1) Claims Data Benchmarking; 2) Real-time Jobsite Tech Integrations (via APIs); and 3) The Technology Library.
We held numerous feedback sessions with our 6 pilot customers, and those customers were all extremely cooperative, engaged, and participatory. They offered suggestions for improving the features, ranging from the scale of the charts to the nomenclature of the chart titles, to the usefulness of the data presentation – all mostly focused around the claims benchmarking. We briefly discussed the real-time jobsite tech integrations, but we had trouble drawing in the data through APIs, so these conversations were all based on synthetic data and the feedback sessions were brief (and we never did get it to work properly). We also had brief discussions around the Tech Library, however since this was a pretty minimal, static webpage, the feedback was mostly, “sure, that looks good” – and it did.
We spent months tweaking the claims data benchmarking to exactly per the customers’ – and then we presented the idea to the entire Customer Council for broader feedback and the million dollar question – “Would you buy this platform from us at a yearly subscription rate?”. All customers except one said yes. Many members of our team were elated at this response, touting this nearly unanimous response as an indication that we were poised for success. However, having sat in that seat myself (as the Risk Manager of a large construction company, managing the relationships with the insurers), I sensed something was off. The feedback seemed good – but was it too good?
I thought it was possible that these customers were just being polite and cooperative – telling us what we wanted to hear, especially since they are on our Customer Council, and enjoy a special relationship with us. I had recently read a book called The Mom Test, the gist of which is: Never ask your Mom if your idea for a startup is a good one – you’ll always get a polite, positive, and enthusiastically affirmative response – “of course, dear, that’s a wonderful idea! I’ll take two!.”
Entrepreneurs (and in this case intrapreneurs) should be cautious of this type of overwhelmingly positive response. Well meaning as it might be, it’s likely inauthentic and can result in a false sense of optimism on an otherwise terrible idea. “Mom’s” supportive comments are either completely genuine, but overly biased because she already loves you and wants to support you, or they are completely fake, because she doesn’t want to hurt your feelings – either way, they are not a reflection of reality and this well-meaning gesture can have detrimental effects. Remembering the wisdom from this book, I thought it was likely that when the time came to sign on the dotted line, we might not encounter the same enthusiasm from these customers as we did in the MVP phase. After all, the Risk Manager’s job is to save money, not spend it.
Reality Check
I took it upon myself to call the one customer who said he wouldn’t buy it and asked him why. Fortunately, we enjoy a friendship that began long before either of us were at our current companies in our current roles, so we had a special type of candid rapport. I said, “John, tell me the truth, why wouldn’t you buy this?”. His feedback was a turning point in our journey. In addressing the various parts and pieces of our idea, he provided the following solid gold feedback:
Claims Benchmarking: “I get claims benchmarking for free from my Third-Party Administrator (TPA) and even then, I barely use it – the goal of claims reduction is to get to zero…who cares how I stack up next to my peers?” I thought, perhaps we’re overly interested with claims because we’re an insurance company?
Jobsite Tech Integrations (IoT data through APIs): “As a Risk Manager for a $2B construction company, I look at bigger picture aggregate issues and programmatic enterprise risk management. I’m not necessarily concerned with the individual day-to-day jobsite technology notifications and alerts – that’s for the jobsite team to triage. But also, aren’t there similar solutions available on the market already such as Procore and Autodesk?” As a former project manager myself, I thought, it does make more sense for tech companies address this use case, and upon further investigation, we learned that they had in fact beat us to the punch.
The Tech Library: “As a Risk Manager, I’m not necessarily a tech enthusiast, so I’m not all that interested in the Tech Library, but my Innovation leader might have interest.” Eureka! We had misidentified the customer persona of our platform. It was not the Risk Manager, but the Innovation Leader.
Disappointing as this was to hear him invalidate each element of our creation one-by-one, he was absolutely correct. We took a hard look in the mirror and distilled a few of the pitfalls that lead us to where we were at that point:
1. We had a strong customer-base that was willing to provide feedback. We originally saw this as a strength, and spent a lot of time gathering their feedback on the features they wanted in their proverbial new car, except that we forgot to ask if they were in the market for a car in the first place. We hadn’t properly identified the problem we were solving. And since they were already our customers, and preferred ones at that, we heard a lot of “sure, that looks great” (sound familiar?). However, from this group, that’s roughly the equivalent of submitting your finger painting to the Louvre simply because your mom said it was beautiful.
Pitfall #1: We assumed that having an engaged customer council to provide input and feedback was an advantage, however ironically, the existing relationship actually impeded their ability to be honest about their feedback. They all wanted to be polite, agreeable, and cooperative with their insurer – all except one. And he made all the difference.
2. The customer persona we developed the product for was actually three different personas. Our platform combined claims data (a Risk Manager’s interest), with real-time jobsite technology and IoT sensor data (a Project Manager’s interest), with technology adoption (a Tech/Innovation Leader’s interest). No wonder we spent all of our time discussing the claims data with the Risk Managers – that’s the only thing they had interest in!
Pitfall #2: We under-estimated the complexity of “the customer.” In the consumer (B2C) market, the customer is one person who is usually both the buyer and the end-user. In a business to business (B2B) market, the customer is a company, which is a collection of roles and personas each with varying interests, goals, resources, and remits. Sometimes the stakeholders can cross over departments within the same company, such as the risk management, innovation, technology, purchasing, operations, etc., but the larger the company, the more fragmented those personas tend to be. Trying to meet the needs of all left us meeting the needs of none.
3. There was an disconnect between the timing of the elements our “all-in-one” ecosystem provided and the intended user behavior. We wanted our users to log in everyday and interact with their dashboard and with us on a regular basis. The problem was: 1) the claims benchmarking is updated quarterly because claims development moves very slowly; 2) the project status (jobsite sensors) was meant to be “real-time”, so updated every few minutes; 3) and the Technology Library was basically static, so hardly ever updated – it’s more of a resource. Why would someone log in to (and pay for) a platform on a daily basis that hardly changes throughout the year?
Pitfall #3: Apples and oranges. Just like pitfall #2 where we underestimated the complexity of the customer persona, here we underestimated the complexity of the timing of the usage verses the human behavior.
Additionally, through this self-examination and some market research, we learned that solutions already existed to address two of our three use cases, and by companies that were better suited to respond: 1) Many Third-Party Administrators (TPAs) were already providing claims benchmarking to their (and our) customers, mostly for free, and they were still underutilized. 2) Two prominent project management software companies (Procore & Autodesk) were already developing real-time jobsite tech integration with far more sophistication and data, as they already had data from the majority of the market.
Purposeful Pivot
The third use case, however, the Tech Library, was still a promising idea – as long as we could generate interest from the right people within our customer companies – the Innovation Leaders, NOT the Risk Managers. This was a blue ocean idea as no one had yet created a curated Technology Library with white-glove concierge tech adoption services, and recommendations hailing from an entity that is already a partner-in-risk and therefore inherently had their best interests in mind.
Meanwhile, as we were testing and tweaking the MVP with customers, we were simultaneously building the production version with our own internal data team on a robust infrastructure that would integrate with our global legacy systems for a completely seamless data integration platform. Needless to say, this was a labor-intensive, complex, lengthy (and expensive) endeavor.
Amidst the sunk cost of time, effort, and resources, we had a difficult decision to make: Pivot the Ecosystem to what we discovered the customers truly needed (by reading between the lines) or stay the course with what they said they wanted. Like Wayne Gretzky skating toward where the puck will be, rather than where it currently is, we pivoted toward where we knew they would want to go, even though they hadn’t explicitly said so.
We shelved the claims benchmarking platform thinking maybe we’d use it later (spoiler-alert, we didn’t). We iced the jobsite integrations completely – figuring if we wanted to re-enter this space, we could likely partner with Procore and/or Autodesk who have mastered this technology integration. We doubled-down on the Tech Library, enhancing the features and functionality. We leveraged our strength as an insurer by enhancing our innovative insurance solutions and the related services offerings. We capitalized on our trusted-advisor role by enhancing our service offerings, including the development of our Technology Adoption Maturity Index (TAMI), which provides our customers with visibility into their tech adoption status compared to their peers – a white-glove service, complete with customized report and personalized recommendations.
The result became the final version of the Construction Ecosystem which in its first 9 months earned three industry awards, engaged more than 83 of our top 400 customers, realized the equivalent of $2.5M in gross written premium (calculated from formula we developed to translate referral revenue to a more common insurance metric, Gross Written Premium), produced $16M in insurance cross-sell business, placed $650,000 of technology on construction projects, and saved our customers more than $160,000 in discounts on that tech. We refer to this new version as Construction Ecosystem 2.0.
Construction Ecosystem 2.0
With the new direction of the Construction Ecosystem 2.0, our mission became clearer and more succinct: Advance construction risk management and drive technology adoption through partnership, innovation, and invention. The mission stems from the knowledge that by helping our customers adopt technology, they will reduce their business risks, leading to less claims and losses, and they will be able to grow more profitably – which in turn, has the same effect on our business.
Construction Ecosystem 2.0 has the same mission, and the same goals as the first version, however packaged and delivered differently.
We recognized the major technology adoption problems to solve for our customers:
Tech Overload. Too much tech, hard to navigate and wade through to find the right solutions for each individual contractors’ needs. Our concierge tech advisory services address this directly by curating risk-reducing solutions that are viable and valuable, and we’ve negotiate preferred terms exclusively for AXA XL customers.
Tech Adoption Best Practices. Construction tech has few established best practices. We combine industry data and customer feedback to learn and share which techs are most prevalent, mature, and sophisticated, along with best practices on how to effectively adopt them.
Strategic Advancement through Experimentation. Each contractor testing and trying each technology solution individually is a fragmented, inefficient, and exhausting approach. We create goal-oriented projects to test new technologies in a methodical manner that can be shared with the industry to elevate the whole.
Tech-Focused Insurance Solutions. Staying ahead in the insurance market means keeping up with changing risks for the tech-enabled jobsite. We develop breakthrough underwriting classes of business by pairing technology with insurance to benefit and reward our technology-savvy contractors.
Thought Leadership. Providing risk engineering expertise through consulting, whitepapers, webinars, events, and other resources to best support each customers’ risk management and tech adoption goals.
The AXA XL Construction Ecosystem 2.0 combines:
Technology Adoption Services including curated technologies and benchmarking;
Innovative Insurance Solutions for the tech-forward contractor; and
Knowledge Networks to elevate the industry
Our Tech Adoption Resources include: The Tech Library, Technology Adoption Maturity Index (TAMI), Tech Tapas Webinars, Curated Trial Programs, and Strategic Projects.
The Tech Library
An online, searchable collection of curated construction technology solutions cultivated through extensive interviews, references, and research. We leverage our market presence to drive favorable terms with the right technologies to help customers address their business risks and meet their innovation goals. Ecosystem Tech Partners provide preferred pricing, curated trial options, and dedicated representatives exclusively for AXA XL customers.
We began by scouting technologies that align with the themes that were most prevalent for our customers. For example, the first few themes in high demand were fleet telematics, water mitigation and management, and imagery solutions. Our use-case roadmap starts with eight (8) major categories (enterprise software, field management, fleet telematics and equipment management, worker wearables and resource management, reality capture, IoT sensors, alternative production, and data analytics) and dozens of subcategories. We progress through the list in the order of our customers’ priority.
We interview these companies for maturity in their technology, business, leadership, scalability, market presence, customer testimonials, workability, cooperative approach and other partnership-oriented traits. We also use third-party consultant, JB Knowledge, to support our interviewing and research process. We are highly selective in our curation. As of year-end 2024, we have screened more than 650 technologies, interviewed more than 210, and partnered with 35 construction-specific technologies.
Technology Adoption Maturity Index (TAMI)
TAMI is a unique and proprietary benchmarking service developed at AXA XL, that compares a contractors’ level of technological maturity against the industry and their peers. TAMI evaluates five categories: 4 technology use-case themes, and 1 category on tech innovation commitment. The assessment provides both quantitative scoring and qualitative feedback to help our customers reduce risk and advance their business through technology. TAMI provides a roadmap for technological advancement, tracking progress over time so customers can remain at the cutting edge of innovation year after year.
Contractors are generally competitive, which is a great trait to fuel a culture of continuous improvement. The TAMI capitalizes on their competitive nature by providing visibility into where they stand compared to the overall industry and compared to some specific peers (blinded). The report highlights areas where that company is ahead of the market and illustrates opportunities for advancement in areas where they may be lagging. Many companies use the TAMI as third-party validation of their innovation commitment (high scores), or to overcome internal hurdles to investment and adoption in technology (lower scores). Since we see a cross-section of the industry that single company can’t see on their own, we are able to share this anonymized information in aggregate, helping elevate the entire industry together.
Tech Tapas Webinar Series
“Small bites” of technology demos and knowledge-sharing sessions, curated in snack-sized meetings, and moderated by our team. This helps our customers quell the overwhelming onslaught of cold emails from technologies vying for their time and attention. Here they can listen in or participate in a demo or discussion about a technology or tech theme, in an organized and structured environment where they are not subject to inundation of follow-up emails and/or phone calls. They can simply plug-in and plug-out of our sessions as they please.
Curated Trial Programs
Pilot Purgatory is a term used to describe when a company experiments with various technologies, however, struggles to identify concrete success criteria or define a threshold for acceptance and adoption. These contractors get “stuck”, continually spending time and money on pilots but never really achieving actionable results or adopting the technology fully. For this reason, we asked all of our Tech Partners to define a well-structured pilot for their solution, with goals, desired outcomes, a finite timeframe, and a fixed cost. We believe that providing some “off the shelf” pilot programs will enable contractors to create a more structured approach to testing, deciding, and ultimately adopting technology.
Strategic Projects and Experiments
Many contractors are individually testing and trying adaptations to certain technologies, and/or experimenting with innovative ideas involving various techs. We feel we can help support a more industry comprehensive approach to these experiments and hypothesis testing by assembling teams of stakeholders across many contractors and technologies and using Rapid Result Initiatives (RRIs) to drive progress in structured, 90-day sprint projects. We have completed a few RRIs already involving customers and technologies – some have been successful, others have proven that an idea needs improvement. Both outcomes are valuable.
Our Innovative Insurance Solutions include our Highly Protected Projects (HPP) Insurance, and our Mass Timber Insurance – breakthrough underwriting classes of business developed by pairing technology with insurance to benefit and reward technology-savvy contractors.
Highly Protected Projects (HPP)
The HPP is a tailored insurance program for construction projects implementing technology to reduce risk on a per project basis. As part of this program, contractors can earn more favorable insurance rates and terms. Construction projects eligible to attain AXA XL’s HPP status and specialized insurance include Healthcare, Commercial Office, Higher Education and Manufacturing/Processing construction projects valued at USD 200 million or more. By implementing tech solutions, the client may earn a reduced premium, lower deductible or other preferred term.
Mass Timber is a term used to describe a manufactured, engineered wood product that can be used as a superstructure material, but has strength and performance traits that are unique, separate and distinct from traditional superstructure materials such as concrete, structural steel, or lumber (wood-frame).
Mass timber projects are growing in popularity due to it’s potential for cost savings, speed of installation, aesthetics, and sustainability. Although mass timber has been used in Europe for many decades, it is a relatively new material in the United States and many contractors were finding it difficult to get Builder’s Risk insurance for this type of construction as it had not been contemplated in the actuarial models by insurers yet. We saw an opportunity to identify
the unique risks of this new material, explore what risk mitigation protocols might help manage these risks (including technologies such as water mitigation IoT, as mass timber is particularly susceptible to water damage), and we put together an underwriting model to address this unmet need in the market. While other carriers have followed suit since, AXA XL was the first to insure mass timber construction projects in this way.
For customers with experience successfully delivering mass timber projects, using proven materials and experienced manufacturers, and managed through technology-enabled controls, AXA XL offers Builder’s Risk capacity combined with a tech bundle to address water risks. This innovative product can cover buildings in which no more than five stories are constructed of Mass Timber structural elements and the balance of the structure is constructed of non-combustible, or better, material.
Our Knowledge Networks collaboratively advance technology adoption and innovation through human connection.
The Innovators Circle
A roundtable consortium of senior innovation leaders from AXA XL’s customers, convening to tackle common emerging issues in construction technology and innovation. The Innovator’s Circle is co-chaired by a few of the industry’s most influential innovation leaders from DPR Construction, McCarthy Building Company, STO Building Group, and The Haskell Company. We hold periodic virtual and in-person events, which consists of workshops guided by Chatham House rules. We source the “problems to solve” (a la Clayton Christensen) from the members, so that we are sure to address the most important and prevalent issues in the construction industry. We participate openly, facilitate connections, and develop thought leadership that elevates the whole industry.
Participants include more than 65 Chief Innovation Officers, Chief Information Officers, Emerging Technology Managers, Directors of Technology and Innovation, and others from the ENR 400 general contractors, and ENR 600 trade contractors.
The Collaboratory
A combination of a collaborative and a laboratory, The Collaboratory is a panel of industry leaders in construction, insurance, and technology, dedicated to collaboratively advancing all three industries through partnership, innovation and invention. We seek a well-rounded perspective from leaders at educational institutions such as Stanford University CIFE; venture capital firms such as Brick & Mortar Ventures; Blackhorn Ventures, Building Ventures, Zacua Ventures, Blue Collar Capital Partners; construction tech and software consulting experts such as JB Knowledge and On Target Consulting; as well as other insurance organizations such as Silicon Valley Insurance Accelerator (SVIA), Celent and captive insurer, American Contractors Insurance Group (ACIG).
AXA XL Tech Champions
Our Tech Champions are the risk engineering extension of our ecosystem team. These specialists are paired with the technologies that match their expertise, and support your technology vetting process, and help navigate the connection between risk reduction and technology. For example, our water mitigation tech theme is championed by our Builder’s Risk underwriters and risk engineers, our wearables tech theme is championed by our Primary Casualty risk engineers, and our prequalification tech theme is championed by our Subcontractor Default Insurance risk engineers and underwriters.
Ecosystem 2.0 Conclusion
Many great business leaders have proven that customers don’t always know what they want, and even if they do, they seldom tell you to your face. Steve Jobs built the iPhone when no one could conceive of combining three devices into one – and even then, most thought having a camera in their phone was absurd. Henry Ford was quoted as saying, “If I’d asked people what they wanted, they would have said ‘faster horses’”. (Although that quote was later found to have been attributed to him erroneously, I believe the sentiment is still valid.)
In late 2020, we discovered our strategy required a shift in our thinking, and our product. Despite sunk cost and effort, cognitive biases, potential reputational risk, and many other hurdles, we followed the direction we knew to be right, and pivoted the strategy to a truly useful and appreciated solution for our construction customers.
The Ecosystem Beyond Construction
The challenge to innovate in construction is not unique to technology adoption – or even to construction. There are many other innovative initiatives that struggle to gain traction and momentum in legacy industries that are vitally important to our global economy. The Construction Ecosystem unlocked the opportunity to apply the same framework of Consulting Services, Insurance Solutions, and Knowledge Networks to advance other business imperatives that struggle with similar barriers such as culture change, adequate resources, and peer support.
In the years that followed, scaled Ecosystem model across our other lines of business at AXA XL, including Environmental, Inland Marine, Aerospace, Property, Casualty, Fine Art & Specie, Terrorism, Design Professional, Cyber, and others. We then connected these initiatives across business units through mutual stakeholders for a holistic “One Ecosystem” approach for all AXA XL customers. In this way, we improve our customers’ risk profiles and profitability, thereby reducing our risk across our book of business as well. The value of the Ecosystem to the Americas business unit reached more than $350M in gross written premium over its first five years of operation (2020-2024).
Innovating the way we innovate. We are changing the ways that we work to achieve these goals. Instead of lengthy projects and long-term goals, we move fast and break things, as they say in Silicon Valley. We were guided by agile, intrapreneurial, and lean startup methodology, and achieved our goals through a project-based work approach. Many authorities on the future of work (reference Harvard Business Review articles: The Project Economy Has Arrived, and Agility Hacks) state that project-based work is a more effective method of achieving goals, elevating individuals, and driving measurable results. The Construction Ecosystem teams uses project-based work to perform hypothesis testing on new ideas, driving accountability and progress in construction innovation. Specifically, we employ 100-day RE!NSTITUTE Rapid Results Initiatives (RRI) methodology as a strategy framework.
Conclusion
The Ecosystem accelerated global business imperatives for both AXA XL and our customers by deepening customer relationships, driving lower losses and higher profitability for contractors through innovation and invention, and develop breakthrough insurance solutions that protect the emerging risks of a technology-enabled world.
The Ecosystem been honored with three industry awards:
The mission of the AXA XL Ecosystem is to advance risk management through partnership, innovation and invention. Today, the Ecosystem continues to lead the industry innovating how risk is managed.
