DIGITAL TRANSFORMATION
believe their teams can be more creative and decisive when physically present in the office .
She explains , “ Urban Jungle ’ s operating model has always been deliberately different to traditional insurers ; we ' re 100 % paperfree and have built our business operations and customer-facing business online , so in many ways , we weren ' t operationally impacted from shifting where our desks were located .
“ From a product perspective , we have continued to make our products better based on customer feedback in exactly the same way we would have done if we were all in the office .”
However , the cultural shift caused by working remotely is not something the insurtech will continue with long term .
Hodges says , “ What is different for us is the impact that working remotely and recently in a hybrid mode has had on culture and how we work together . We value being transparent and by doing that we make a lot areas to navigate . “ What we have found overall is that onboarding to our rapidly growing team has been more challenging remotely and sharing fast feedback and coaching opportunities has been limited by being remote .
“ We believe that being office-centric supports our value of ‘ keep getting better ,’ by learning fast from each other in realtime feedback .”
Urban Jungle ’ s decision to remain an office-centric company , despite data suggesting most workers would prefer a hybrid solution , is not a decision based on the insurtech ’ s operation abilities . Rather , the company made the call because they
“ We value being transparent and by doing that we make a lot of business decisions ( which can be made ) in an open office environment ”
HELEN HODGES URBAN JUNGLE insurtechdigital . com 123