GenAI opportunity assessment for an insurance group

The client is a German insurance group spanning multiple business functions, each keen to adopt GenAI but with no shared way to prioritise. Enthusiasm was high and direction was low.

The board wanted to invest, but needed a defensible, value- and risk-based basis for deciding what to fund first, not another round of disconnected pilots competing for attention.

Every function wanted GenAI, and the resulting enthusiasm produced a long list of ideas with no shared way to compare them. Ambition without a common yardstick tends to produce motion rather than progress.

Nobody could say where the value or the regulatory risk actually sat, so investment stalled and pilots multiplied without direction. Effort was being spread thin across experiments that were never scored against each other.

The board needed a defensible basis for deciding what to fund first, not another round of proofs-of-concept, but a clear-eyed view of which opportunities were genuinely worth pursuing and in what order.

We ran a structured assessment across the group, sizing each use case on value and delivery feasibility and scoring it explicitly for regulatory and conduct risk. A common scoring lens is what lets genuinely different ideas be compared fairly.

That let genuinely valuable, low-risk opportunities rise above the noise of the merely fashionable, so the board could see where the real returns were concentrated. We turned the analysis into a sequenced roadmap with dependencies and quick wins the board could actually fund.

Throughout, we worked with function leads so the priorities carried ownership rather than arriving as an outside verdict. A roadmap the business helped build is one the business will actually execute.