Insurance transformation in action: Mapfre
Mapfre in Spain presented the incredible transformation work they have accomplished.
As part of the Qorus Innovation in Insurance Awards 2026, we selected a few of the insurance players whose projects impressed us the most. Among them, Mapfre in Spain presented the incredible transformation work they have accomplished.
What transformation strategy has your organization led in recent years?
Mapfre has led a group-wide transformation to evolve from a traditional insurer into a customer‑centric, data‑driven and innovation‑led organization. The vision is to deliver simpler, more personalized and sustainable insurance solutions by combining scale with agility.
The transformation spans the full value chain: a renewed business model focused on ecosystem partnerships and new digital services; an operating model based on agile ways of working and end‑to‑end ownership; and a strong technology foundation built on cloud, data and AI to improve underwriting, claims and prevention, among others. Customer experience has been redesigned across digital and physical touchpoints, while the workforce and culture have been reshaped through upskilling, open innovation and intrapreneurship. This integrated approach enables Mapfre to innovate on a scale while staying close to customers and society.
What prompted this strategic transformation?
Mapfre’s transformation was prompted by a convergence of structural shifts in the insurance industry and long‑term strategic ambition. Rapid changes in customer expectations, accelerated digital adoption, and the emergence of new technology‑driven competitors challenged traditional insurance models. At the same time, increasing risk complexity—from climate to cyber—required more predictive, data‑led capabilities.
The company recognized that sustaining growth and relevance as a global insurer demanded more than incremental change. The goal was to future‑proof the company by improving efficiency, speed and personalization, while reinforcing trust, resilience and social impact. This led to a strategic decision to invest in technology, talent and partnerships, and to embed innovation across the organization—ensuring Mapfre could respond proactively to market disruption and create long‑term value for customers, employees and society.
What have been the most significant changes implemented, and how were they led?
The most significant changes have been the shift to technology‑enabled, agile operations, the integration of data and AI at scale, and a profound cultural transformation. Mapfre modernized its core platforms through cloud adoption and advanced analytics, enabling automation, better risk assessment and faster claims resolution. Organizationally, it moved from siloed structures to end‑to‑end, agile teams, accelerating decision‑making and time to market.
Equally bold was the cultural shift: innovation was embedded across the organization through open innovation, intrapreneurship programs and continuous upskilling. Leadership played a decisive role by setting a clear vision, committing long‑term investment, empowering teams, and fostering partnerships with insurtechs, startups and ecosystems. This top‑down sponsorship, combined with bottom‑up engagement, ensured that transformation was scalable, sustainable and aligned with Mapfre’s purpose and values.
What unique or key transformation practices do you follow to ensure success?
Mapfre follows a distinctive set of transformation practices designed to combine scale, speed and impact. Innovation is embedded through Agile and DevOps practices, with multidisciplinary teams owning products end to end and accelerating delivery from idea to deployment. A cloud‑first strategy, leveraging scalable PaaS environments, enables rapid experimentation, resilience and the industrialization of AI and data use cases across markets.
Innovation is a core pillar: Mapfre actively collaborates with insurtechs, fintechs, startups and technology partners to cocreate solutions and access new capabilities faster than traditional models allow. These external collaborations are complemented by strong internal intrapreneurship and upskilling programs, ensuring knowledge transfer and cultural adoption. Governance balances autonomy with alignment, allowing teams to innovate locally while scaling successful initiatives globally turning innovation into a repeatable, sustainable capability rather than isolated pilots.
How has your workforce been engaged and transformed through this journey?
Mapfre place people at the center of its transformation, recognizing that sustainable change depends on skills, mindset and leadership. The workforce is engaged through a combination of strategic recruitment, focused on digital, data and technology profiles, and large‑scale upskilling and reskilling programs to prepare existing talent for new ways of working. Leadership development initiatives reinforce agile, collaborative and purpose‑driven management models.
Culturally, Mapfre promotes experimentation and cross‑functional collaboration, supported by internal innovation programs and close interaction with external ecosystems. Employees are encouraged to contribute ideas, test solutions and learn continuously, reducing resistance to change and increasing ownership. As a result, teams became more autonomous, innovation capability expanded across the organization, and engagement increased—enabling Mapfre to scale transformation while preserving its values, cohesion and long‑term commitment to people.
What measurable outcomes demonstrate the success of your transformation?
Mapfre’s transformation has delivered tangible, measurable outcomes across operations, customers, people and ESG. Today, over 40% of operational interactions are managed by virtual assistants, improving efficiency and response times, and more than one million digital inspections have been completed using AI‑enabled solutions, significantly accelerating claims assessment and resolution. The innovation model has moved decisively from experimentation to scale, with more than 5M clients.
Customer experience has improved through expanded digital and hybrid journeys across markets. Internally, innovation and intrapreneurship programs have reached over 30,000 employees globally, strengthening engagement and digital capabilities. In parallel, Mapfre has reinforced its ESG leadership through responsible AI governance, prevention‑focused solutions and sustainability‑linked initiatives—demonstrating how transformation has become a sustained engine of value, resilience and long‑term competitiveness.
Insurance & Embedded Insurance community
With Qorus memberships, you gain access to exclusive innovation best practices and tailored matchmaking opportunities with executives who share your challenges.