Insights Report & Recommendations

Insights Report & Recommendations

Executive Summary & L&D Recommendation This report synthesizes the qualitative and quantitative data collected across all 9 Discovery Sessions (comprising regional directors, underwriting managers, operations leaders, and HR).

Commercial Insurance (CI) Strategy Alignment & Capability Transformation.

1.

2.

Chubb France is executing a major pivot to establish itself as a market benchmark in the Commercial Insurance (CI) segment. The overarching strategic vision centers on Multiline Underwriting Excellence, transitioning from siloed product lines into an integrated, agile, and market-responsive force.

Across the 9 discovery sessions, a highly consistent set of themes emerged regarding what success looks like, current organizational strengths, and acute development gaps.

The Context

Discovery Data Analysis: What the Sessions Told Us

A. Qualitative Data: Strengths vs.

Development Areas The open-ended feedback reveals a highly dedicated workforce.

Key Pillars of the Strategy: •

Profitable Growth & Market Share: Becoming the reference player in the French Middle Market.

•

Operational Fluidity: Overcoming complex tools to speed up execution and increase “speed to market.”

•

Cultural Transformation: Moving from static, administrative underwriting to a proactive, conquering commercial mindset.

Strengths: •

The organization possesses immense foundational strength. Teams are universally described as highly dedicated/hardworking, possessing deep technical expertise, strong team spirit (One Chubb), and a natural customer orientation. They are highly resilient and willing to ‘go the extra mile.’

•

The team is young, dynamic, humble, and devoid of toxic “diva/star” profiles.

•

They communicate and cross-sell naturally because they genuinely enjoy working together, not because they are forced to.

Development Areas:

Leadership

From Expert to Generalist •

Chubb France’s historic DNA is rooted in Major Accounts. Transitioning to the volume, mass, and rapid turnaround required by the Middle Market is a radical cultural pivot.

•

Chubb France has been operating without a Commercial Insurance (CI) Leader for a year (since the new organization was announced in September 2025).

•

The new CI Leader is arriving in September 2026, concurrently with the Summit.

The Summit is an opportunity for a crucial launchpad for the new leader.

•

Teams need to ‘step back to see the big picture’ and transition away from single-line underwriting to multi-line fluency.

•

•

The strategy requires monoline technical experts to embrace a multi-line, packaged Middle Market approach. People cannot be deep experts in every single line.

Operations & Tools

•

The biggest challenge for underwriters is accepting a loss of depth in their specific lines to become more generalist.

•

The stretch is behavioural - they must leave familiar broker networks and proactively “court” smaller, generalist brokers they do not know.

•

Across the board, the operational backlog is cited as the commercial team’s greatest weakness and source of anxiety.

•

Operational Overwhelm: Employees are struggling to keep up with a fast-imposed pace while wrestling with tools that are not yet optimized.

B. Quantitative Data: Voter Priorities (Topics Requested) When asked to vote on the most critical learning paths to support those at Chubb through this transition, the cohort across all sessions aligned on three clear topics:

Rank

Learning topic

Total Core Votes

Core Focus / Target Audience

1

Managing Change (Gérer le changement)

13

Cultural alignment, shifting from legacy to future CI mindset.

2

Growth Mindset (Etat d’esprit de croissance)

12

Shifting teams to a proactive, “conquering sprint” attitude.

3

Influencing & Persuasion (Influencer)

12

Enhancing commercial negotiation and broker relationship management.

4

Sales Coaching & Performance

6

Supporting regional managers to steer activity effectively.

5

Resilience & Relationship Building

4

Managing stress through rapid organizational change.

3.

Where We Should Focus Our Attention (Recommendations) To successfully bridge the gap between ambitions and the team’s current day-to-day reality, the L&D curriculum must focus on managing through change, mindset and commercial capability (specifically influencing and persuasion) Our recommendation is that the learning focuses on those key areas:

Cultural Transformation & Change Resilience •

Focus Area: Demystifying the execution roadmap (“the how,” not just “the where”) while empowering every individual to take personal ownership of their role within this transformation.

Growth Mindset •

Focus Area: Understanding self, and building the confidence to step out of familiar routines to embrace continuous learning.

We know there is learning scheduled towards the end of September at a 2-day summit (30th September and 1st Oct 2026)

Phase 1: Summit Draft Agenda: 1.5 days to be run by Cegos. 0.5 day run by another learning partner. c.100 people To include:

DAY 1: Leadership: Keynote: Hear from new senior leadership about ambition, goals, the current state of play, focus areas and the ask to everyone in the room.

Managing through Change (Linked to Growth Mindset): Plenary Session, & possible split out into smaller workshop groups (venue dependent).

Growth Mindset & Co - Coaching: Plenary Session, & possible split out into smaller workshop groups (venue dependent).

Selling ‘One Chubb’: Broker Panel: What does the market actually need from those at Chubb?

2-3 small, independent growth brokers. Behaviour focused, sales focused. What the Brokers really want from Chubb CI Underwriters.

DAY 2: Commercial Excellence & Multi-Line Influencing •

Focus Area: Cross-Selling ‘One Chubb’: and Influencing Skills. Empower technically proficient underwriters to become strategic business development partners for brokers.

Storytelling & Influencing: Plenary Session, & possible split out into smaller workshop groups (venue dependent) Application activity (to be discussed in design phase) Actions / Commitments: So what?

Phase 2: Continued Learning A proposed continued pathway, learning to focus on:

4.

Next Steps & Implementation Roadmap 1. Learning Priorities Alignment: Validate these recommendaitons with the Project Team to ensure alignment 2. Curriculum Build: Customize

•

•

•

Embedding actions from summit

Innovation

CI Managers – simulation – driving behaviours in your team

3. Rollout of: •

Marketing & Communication materials

•

Save the Dates

•

Growth Mindset Assessment

•

Debriefs

•

Design & Deliver Summit