{"id":118305,"date":"2025-04-24T09:19:31","date_gmt":"2025-04-24T07:19:31","guid":{"rendered":"https:\/\/sollers.eu\/?page_id=118305"},"modified":"2025-05-22T12:32:48","modified_gmt":"2025-05-22T10:32:48","slug":"pzu-transformation","status":"publish","type":"page","link":"https:\/\/sollers.com\/en\/about-us\/25-years-anniversary\/pzu-transformation\/","title":{"rendered":"PZU’s transformation: from bureaucracy to agility \u202f\u202f\u202f"},"content":{"rendered":"
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PZU's transformation: from bureaucracy to agility<\/h1>\n\t\t\t\t<\/div>\n\t\t\t<\/div>\n\t\t<\/div>\n\t\t
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For decades, PZU, Poland's largest former monopoly insurer, operated in a market where customer service was secondary, paper-based bureaucracy dominated, and competition was weak. By 2008, however, its once unchallenged market share had fallen to 40% as international players such as Talanx, ERGO, Allianz, and AXA entered the market. Internally, the company was siloed, with its two main entities, PZU SA (P&C) and PZU Zycie (Life), operating independently and relying on outdated legacy systems.<\/p>\n

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To defend its position as a market leader, PZU needed radical change \u2013 an ambitious strategy, top-class management, and a capable team that could drive transformation at scale. The company went public, streamlined operations, and reduced<\/strong> administrative costs from 11.6% in 2008 to 6.5% in 2015<\/strong>, supported by the digitisation of paper-based processes.<\/p>\n\t\t\t\t<\/div>\n\t\t\t<\/div>\n\t\t<\/div>\n\t<\/div>\n<\/section>\n<\/div><\/div>

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At the heart of this transformation was Project Everest, the most significant overhaul in PZU's history. It was not just about replacing the core system and automating processes; it was a complete reinvention of the way the insurer did business. Previously, tariff changes took months and cost millions, financial reporting expended for weeks across more than 100 sub-ledgers, and even counting unique customers required days of cross-departmental checks.<\/p>\n

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Just one year after the inception phase<\/strong>, PZU issued its first policy on its new core system for its primary motor product through its main tied-agent channel. Within four years, the entire transformation, covering all P&C lines of business (retail, corporate, bancassurance etc.) and all channels (tied-agents, multi-agents, branches, brokers, external partners and direct) was completed on time and within budget.<\/p>\n

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This was more than just an IT upgrade, it was a complete reinvention of how PZU operated, positioning the company to meet the demands of a rapidly evolving market.<\/p>\n

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We were privileged to be a part of this transformation. We played a key role<\/strong> in supporting PZU on this journey, using our expertise in systems integration, business process reengineering and Agile methodologies to help PZU achieve such challenging goals.<\/p>\n\t\t\t\t<\/div>\n\t\t\t<\/div>\n\t\t<\/div>\n\t<\/div>\n<\/section>\n<\/div><\/div>

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See other success stories<\/h2>\n<\/h2>\n\t\t\t\t<\/div>\n\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t\t
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\"Baloise<\/div>\n\t\t\t\t\t\t\t\t

IT transformation at Baloise: a strategic shift for growth<\/strong><\/p>\n

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Read whole story<\/span><\/a><\/p>\n<\/span>\n\t\t\t\t\t\t\t<\/article>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t

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\"beazley<\/div>\n\t\t\t\t\t\t\t\t

Empowering Beazley\u2019s claims transformation: innovation and automation<\/strong><\/p>\n

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Read whole story<\/span><\/a><\/p>\n<\/span>\n\t\t\t\t\t\t\t<\/article>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t\t<\/div>\n\t<\/div>\n<\/section>\n<\/div><\/div><\/div><\/div><\/div>","protected":false},"excerpt":{"rendered":"

PZU’s transformation: from bureaucracy to agility   For decades, PZU, Poland’s largest former monopoly insurer, operated in a market where customer service was secondary, paper-based bureaucracy dominated, and competition was weak. By 2008, however, its once unchallenged market share had fallen to 40% as international players such as Talanx, ERGO, Allianz, and AXA entered the […]<\/p>\n","protected":false},"author":39178,"featured_media":0,"parent":25128,"menu_order":11,"comment_status":"closed","ping_status":"closed","template":"builder.php","meta":{"_acf_changed":false,"inline_featured_image":false,"footnotes":"","_members_access_role":[],"_members_access_error":"","_wp_rev_ctl_limit":""},"class_list":["post-118305","page","type-page","status-publish","hentry"],"acf":[],"aioseo_notices":[],"aioseo_head":"\n\t\t\n\t\n\t\n\t\n\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t