The GDV’s position paper on the modernisation agenda for the state and public administration clearly shows that, in the finance and insurance sectors, an ever-increasing number of regulations, a high administrative burden, complex reporting requirements and inconsistent processes are holding back digitalisation. At the same time, expectations regarding digital services are rising. According to Bitkom, 48 per cent of Germans would prefer to settle a claim with their insurer entirely digitally. Among 30- to 49-year-olds, the figure is as high as 58 per cent.(1) With linqi, companies in the financial and insurance sectors can translate regulatory requirements, approvals, audits and documentation into clear digital workflows. In this way, digitalisation in the financial sector is transformed from a complex issue for the future into a practical tool for reducing administrative burden, increasing transparency and speeding up processes.
The GDV – short for the German Insurance Association – welcomes the German government’s modernisation agenda, but at the same time makes it clear that the reforms must now be implemented swiftly, effectively and, above all, consistently. From the association’s perspective, a significant reduction in red tape, better regulation, and the optimisation, digitalisation and automation of administrative processes are particularly important. Furthermore, the GDV calls for targeted reductions in the costs associated with red tape.
Current figures from Bitkom also show that this need for action is not only felt internally. On average, customers rate insurers’ digital services at just 3.3 on a school grading scale. (1) Whilst this is an improvement on last year’s score of 3.6, it nevertheless shows that, although the digitalisation of the insurance sector is making progress, there is still plenty of room for improvement.
The good news is that companies do not have to wait for bureaucracy to be reduced from outside. This is because internal burdens often arise from unclear workflows, scattered information, manual coordination and process routes that have evolved over time. With linqi, these processes can be specifically automated and digitised.
This works particularly well with reporting requirements, for example. These involve several departments, supporting documents are often stored in different systems, deadlines must be monitored manually, and approvals are handled via email. linqi makes such bureaucratic processes transparent, structures them as digital workflows and ensures that everyone involved knows what needs to be done, by whom and when.
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The GDV position paper clearly highlights the sticking points in the finance and insurance sectors: excessive administrative burden, too many parallel reporting obligations, inconsistent data structures and requirements that are often difficult to implement in day-to-day operations. Insurance companies, in particular, have to prepare information to meet various commercial, tax and regulatory requirements. This takes time and ties up resources.
A specific example from the GDV paper: Depending on the requirements, insurance companies must maintain multiple sets of financial statements and data structures, for example in accordance with the German Commercial Code (HGB), IFRS, Solvency II or for tax purposes. Solvency II covers, amongst other things, governance, risk management, as well as comprehensive reporting obligations and transparency requirements.
linqi simplifies the implementation of such complex requirements: requirements are translated into clear digital workflows, making them easier to manage in day-to-day operations. Responsibilities, deadlines, verification steps, documents and approvals no longer run loosely in parallel, but are brought together within a structured process.
This is how digitalisation takes concrete form in the insurance and finance sectors: it is not just individual forms that are digitised, but the entire process becomes clearer, more manageable and easier to trace.
In practice, a reporting obligation rarely involves just a single document. Fulfilling it often requires many steps: gathering information, checking data, coordinating content, involving those responsible, obtaining approvals, documenting evidence and delivering results by the deadline. If these steps are not carried out properly, this leads to queries, duplication of work and delays. In the financial and insurance sectors, there are also additional considerations such as compliance, risk management, regulatory oversight and internal controls.
With linqi, such processes can be set up as recurring digital workflows. For example, a company can define which department provides which data, who checks the content, what the deadline is and who grants final approval. The process does not need to be reorganised from scratch every time. It is clearly described, accessible digitally and transparent to all those involved.
This not only reduces the workload but also creates greater certainty in day-to-day work. After all, when it comes to complex regulatory issues, it is not enough simply to complete a task; it must also be possible to trace how it was carried out.
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The GDV paper also addresses the concept of ‘Law as Code’. This refers to the idea that laws and regulations are designed from the outset in such a way that they can be implemented more effectively in a digital environment later on. The Digital Check is also intended to help ensure that digitalisation is taken into account right from the legislative stage.
For businesses, however, this merely lays the groundwork. What matters most is how these requirements are implemented in day-to-day operations. linqi bridges the gap between requirements and implementation: the requirements are translated into clear digital workflows using a no-code approach, making them easier for the whole team to use.
This means that ‘Law as Code’ is not just a theoretical concept for the future. Combined with digital workflows, it becomes a practical way of making requirements more comprehensible, more manageable and easier to implement within the organisation.
Claims processes in particular demonstrate just how great the potential is for digital workflows. According to Bitkom, 48 per cent of Germans would like to settle a claim with their insurer entirely digitally. At the same time, 54 per cent find the idea unsettling that a claim might be processed entirely automatically, even if this would make it particularly quick.(1) This presents insurers with a clear challenge: processes must become more digital, faster and more transparent, without compromising trust and traceability. linqi demonstrates how this can work in practice.
An insurance company regularly has to prepare data for an internal regulatory analysis. Until now, the process has involved several departments: risk management, accounting, compliance and the specialist departments provide information at different times. Some data arrives by email, other data comes from spreadsheets; queries are clarified over the phone, and approvals are given informally. Ultimately, the report is completed, but the process takes a great deal of time, is constantly being rethought and is difficult to trace.
With linqi, this process is simply set up as a digital workflow – with no programming required. The process starts automatically with a clear allocation of tasks. Every department involved can see what information is required and by when it must be provided. Verification steps and approvals are pre-defined. Any queries are resolved directly within the process. The current processing status is visible at all times. And so are any delays.
The result: less coordination effort, fewer media breaks and less time spent searching. At the same time, clear documentation is generated showing who processed and approved each step. This is exactly how digitalisation in the insurance industry is put into practice with linqi.
This example can be applied to many other processes: compliance checks, approval processes, internal control procedures, documentation requirements, onboarding, claims handling or recurring reports.
One of the key insights is this: digitalisation alone does not reduce bureaucracy. It only helps if it genuinely simplifies day-to-day work. A form as a PDF, an additional Excel spreadsheet or a new tool does not solve the problem of bureaucracy if the underlying process remains unclear.
The GDV paper therefore rightly calls for administrative processes not only to be digitised, but also to be optimised, consolidated and automated. It is precisely this concept that can be implemented easily and efficiently within organisations using linqi: recurring processes are structured as clear digital workflows. Tasks, deadlines, responsibilities, documents and approvals are all brought together in one place.
For digitalisation in the insurance and financial sectors, this means: less manual tracking, less duplication of work and greater clarity in the process. In this way, digital transformation in insurance becomes not just a buzzword, but a concrete step towards more efficient processes and a noticeable reduction in the team’s workload.
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(1): https://www.bitkom.org/Presse/Presseinformation/Versicherungen-Schadensfall-digital-abwickeln
After a preliminary discussion of approx. 30 minutes, we will automate your process free of charge and demonstrate linqi to you using your own process in a live demo via video call (approx. 60 minutes) to clarify any open questions.
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