Recent exclusive research reveals the insurance industry is actively navigating the integration of artificial intelligence, displaying a strong sense of readiness that is carefully balanced with a strategic and cautious approach to adoption. An analysis of survey data from approximately 100 insurance professionals conducted in mid-2025 shows that while the industry fully acknowledges the transformative potential of AI, its implementation is being pursued in a measured, incremental fashion rather than through aggressive, sweeping overhauls. The findings highlight a clear consensus on how AI should be leveraged: to augment human capabilities by automating routine tasks. This strategy aims to enhance both operational efficiency and customer service, thereby freeing up skilled professionals to concentrate on more complex, high-value work that requires a human touch. The prevailing sentiment is one of pragmatic evolution, not radical disruption, prioritizing stability and accuracy as technology is woven into the fabric of daily operations.
A Deliberate and Incremental Rollout
The dominant theme emerging from the industry-wide survey is a deliberate and controlled pace of AI adoption, with a significant plurality of carriers and brokers—43%—describing their strategy as a “measured approach.” This cautious stance stands in stark contrast to the mere 4% of respondents who reported their companies were pursuing a more aggressive, all-in adoption strategy. This preference for a gradual rollout is strongly supported by industry leaders who advocate for a test-and-learn methodology to avoid overextension. As Katie Gold, Vice President of Insurance Sales at The Zebra, explained, the goal is to “not bite off more than we can chew,” emphasizing the critical importance of implementing AI in smaller, manageable pieces. This approach allows organizations to properly assess the technology’s effectiveness and cost-efficiency, ensuring that novelty does not overshadow the need for long-term viability and a clear return on investment. This methodical integration minimizes risk and maximizes the potential for successful, sustainable change within established workflows.
This measured approach is further defined by a deep focus on precision and employee integration, ensuring that new systems are not just implemented but are also thoroughly understood and trusted. Mike Rice, Vice President of Thomas Ward Insurance Group, confirmed his firm is also taking the process slowly, stressing the necessity of properly “teaching the AI” to guarantee its outputs are reliable. The core objective is to achieve 100% accuracy in any AI-driven process, a non-negotiable standard in an industry built on risk management and trust. This involves more than just installing software; it requires a concerted effort to ensure that employees can seamlessly integrate the new tools into their daily responsibilities. By prioritizing meticulous training of both the AI models and the human teams that use them, firms are building a foundation for a future where technology and human expertise work in perfect harmony, rather than in conflict. This patient and detail-oriented strategy ensures that AI serves as a dependable asset, not a source of operational disruption or error.
A Dual-Track Strategy for Operations
Across the insurance sector, a clear and overarching trend in the functional application of AI has emerged, centering on a dual-track strategy where technology and human agents are assigned distinct yet complementary roles. AI is being strategically deployed to handle high-volume, transactional, and administrative tasks, which aligns perfectly with modern consumer expectations for 24/7, on-demand service similar to what they experience with e-commerce and delivery platforms. For instance, The Zebra is exploring AI to streamline simple activities such as processing a payment, requesting an ID card, or making minor policy changes. A concrete example of this strategy in action comes from Thomas Ward Insurance Group, which implemented an AI software named Gail to manage its telephone system. In a single month, Gail successfully handled 484 calls—of which 30% were sales-related and 65% required support—saving the firm significant time and efficiently routing inquiries to the correct individuals without human intervention for initial triage.
While AI excels at enhancing transactional efficiency, this dual-track strategy firmly reserves complex, nuanced, and relationship-driven interactions for human professionals. Industry leaders are adamant that technology should not replace the critical human element where personal consultation and empathy are invaluable. Katie Gold was clear that human agents must remain available for intricate tasks like “comparing really complex coverages, or adding a teen driver, or if you’re buying a home.” Mike Rice echoed this exact viewpoint, stating that while AI is ideal for handling routine requests related to billing and certificates, it should not be involved in substantive coverage discussions or sales processes, particularly when dealing with high-value clients. This careful division of labor ensures that technology is used to provide speed and convenience for simple needs, while the irreplaceable value of expert human advice and relationship-building is preserved and even elevated, allowing agents to focus their energy where it matters most.
Preparing the Workforce for an AI-Powered Future
Beyond the technological implementation itself, the survey data sheds significant light on the industry’s cultural and organizational readiness for an AI-augmented future. The successful adoption of artificial intelligence is deeply contingent on preparing the workforce, and the findings suggest that companies are actively addressing this human-centric challenge. A notable majority of firms appear to be fostering a culture of innovation; the survey found that a combined 53% of respondents “mostly believed” or “totally agreed” that their firms encouraged employees to set up sandboxes and experiment with AI tools. While a significant portion (24%) disagreed with this statement, indicating that this cultural shift is not yet universal, the overall trend is positive and points toward a proactive rather than reactive mindset. This encouragement of experimentation is a critical component of change management, as it empowers employees to become familiar with new technologies in a low-risk environment, reducing fear and fostering a sense of ownership over the transformation process.
This forward-looking approach extended beyond cultural initiatives into the strategic development of human capital. The industry showed a growing recognition that new competencies were essential for success, with just over half of the survey respondents agreeing that their companies had already identified the specific skills and talent necessary to effectively implement AI. This indicated that a majority of the industry was proactively considering the reskilling and upskilling of current staff to align their capabilities with the new technological landscape. This stood in contrast to the less than 20% who reported their companies had not yet taken this crucial step. This deliberate focus on identifying future talent needs and investing in the existing workforce was a critical indicator of the industry’s holistic and strategic approach. It demonstrated that leaders understood that successful AI integration was not merely a matter of acquiring new software, but of cultivating the human expertise required to manage, leverage, and innovate with it.
