Allianz recognized that digital would fundamentally reshape how insurance and financial services products were discovered, purchased, and serviced — but lacked a clear framework for identifying which digital growth platforms to prioritize and how to build the capabilities to win in them.
Vivaldi ran concept camps and management workshops that identified and pressure-tested digital growth platforms suited to Allianz's capabilities and market position. Digital services concepts were developed, validated, and piloted — with a global rollout strategy developed for the strongest performers.
One pilot delivered conversion rates described internally as "unparalleled," validating the digital platform strategy. Vivaldi's work gave Allianz both a clear growth roadmap and the organizational conviction to invest aggressively in digital service delivery.
Allianz partnered with Vivaldi to define its digital growth platforms and build the capability roadmap needed to win in a digitally reshaped insurance and financial services market. Through concept camps and management workshops, Vivaldi identified, pressure-tested, and piloted digital service concepts, with one pilot delivering conversion rates described internally as unparalleled and giving Allianz the conviction to invest aggressively in global digital service delivery.
Allianz SE is one of the world’s largest financial services companies, providing insurance and asset management services to over 125 million customers in more than 70 countries. Headquartered in Munich, Germany, Allianz generates annual revenues exceeding €150 billion and manages assets of approximately €2.5 trillion. The company is consistently ranked among the world’s most valuable and trusted financial services brands.
Vivaldi ran concept camps and management workshops that identified and pressure-tested digital growth platforms suited to Allianz’s capabilities and market position. The work produced a validated portfolio of digital service concepts, a global rollout strategy for the strongest performers, and a pilot whose conversion rates were described internally as unparalleled, which gave Allianz the conviction to invest aggressively in digital service delivery.
The process matched candidate platforms against two filters: where Allianz had a credible right-to-win based on existing capabilities and brand permission, and where digital was actually changing how customers discovered, purchased, or used the underlying product. Concept camps then took the surviving candidates from hypothesis to validated pilot, which is the step most large financial services firms skip and end up funding the wrong platforms as a result.
Insurance and financial services are categories where the buying decision is being rewritten by digital aggregators, embedded finance, and direct-to-consumer challengers, all of which operate as platforms rather than products. An incumbent that responds with isolated digital products competes one feature at a time and loses, while an incumbent that responds with a coherent platform strategy can compete at the level where the category is actually being reshaped.
The transferable lesson is that pilots are the load-bearing component of any digital growth strategy: without a piloted result, no insurance organization will commit the multi-year investment required to roll out digital service delivery globally. Allianz’s experience also shows that internal conviction follows evidence, not slide decks, which is why insurers should design their digital transformation programs around fast, high-quality pilots rather than long planning cycles.
