No matter where you sit within the insurance industry, it’s likely your organization has already adopted AI tools or is actively exploring how AI can improve efficiency, productivity and customer experience. Among U.S. employees, organizational adoption of AI has increased by 6 percentage points just since Q1 2026, reaching 47%. Business will continue to radically shift in the coming years and AI transformation has become necessary for organizations to remain competitive long-term.
In this climate, the most successful professionals will be those who proactively evolve with the industry and focus on building their skills in a way that enables them to best work alongside AI. Below are a few ways to be a champion for change within your organization, no matter your role.
Recognize team members will have varying perspectives on AI.
In today’s multi-generational workforce, it’s natural for employees to have conflicting levels of comfort, excitement and concern around AI. Be mindful that your own perspective may vary from your colleagues and approach conversations with empathy and respect. Early-career professionals who have grown up using AI in their personal lives may feel the pace of change is too slow and be eager to adopt new technologies. Mid-career talent who started their careers with manual tasks and in-person conversations being the norm may feel traditional methods of career advancement have fundamentally changed. More senior professionals may be questioning their professional identities as the areas they’ve spent decades developing become increasingly automated. Acknowledging these different experiences helps create an environment where people feel heard and more willing to engage in meaningful conversations around change.
Understand where your company is within its journey.
By understanding where your organization is within its AI journey, and asking thoughtful questions around decisions and processes, you’ll be better prepared to support current initiatives and future needs. Be vocal and express any concerns in a respectful and constructive way, focusing on future possibilities without holding on to what may be lost. It’s likely others may also seek clarification in these same areas to better understand the “why” around decisions. Open dialogue is more important than ever as insurers and employees explore this new territory. There are no bad questions, and often these inquiries spur valuable discussions.
Incorporate areas for growth into your development plans.
Often, the biggest challenge isn’t learning AI skills – it’s letting go of the professional identity that made you successful in the past. Instead of viewing AI as a replacement, be strategic about how it can expand your impact. For those who have built a career being the “go to” for certain information or reports, focus on how you will spend your time if these areas are replaced by automation. If you had four hours of your day back, what would you do with this increased capacity? Shift your attention to these future opportunities and have conversations with your manager about how to get there. Discuss what skills, experiences or projects would position you for long-term success. Then, incorporate these priorities within your professional development plan to grow along with the organization’s needs in a way that holds you accountable. Don’t be rigid; it’s more important than ever to be open to new things and be fluid when it comes to change.
Take advantage of learning opportunities.
In addition to incorporating new skills into your development plan, take advantage of training sessions and materials as new technologies and processes are introduced. If your company is not providing formal training, ask for ways you can more easily ramp up and help encourage others to do the same. Outside of these company-specific tools, explore how AI may be able to enhance your role and make your current tasks more productive. No matter the tools or technology, knowing how to maximize its impact will make you even more valuable to the organization and its success.
Be a change catalyst within your team.
One of the best ways to establish yourself as a leader during times of change is by stepping up to help solve current problems. Ask your leaders about challenges they’re trying to address or processes they’re aiming to improve. Whether it’s a dedicated project or something you tackle alongside your current responsibilities, focus on solutions that align with your organization’s larger goals and priorities. If you’re a manager, provide opportunities for your team members to participate in these initiatives and create additional change agents. Empower employees with stretch assignments, delegate tasks and provide everyone with a sense of ownership. Spend time with those who are more uncertain about change and help them to reframe their mindset. At the same time, manage expectations by keeping your own leaders informed about progress, challenges and potential delays, ensuring alignment along the way.
Share constructive feedback.
There’s no blueprint for effectively managing every new challenge or adjustment. Most organizations are learning as they go, incorporating new best practices and refining their approach in real time. Be open about what is working and what isn’t, no matter where you sit within the organization. This could be seeking out and sharing feedback from team members, or pinpointing pain points that need to be addressed. Approach this from a constructive standpoint, offering ideas, solutions or tools that may minimize friction.
As AI continues to reshape the insurance industry, one thing remains constant: organizations will always need professionals who are adaptable, collaborative and committed to learning. By embracing change, investing in your own growth and helping others navigate the journey, you’ll be prepared to lean into future challenges and navigate whatever the future may hold.