Insurance is often caught between two competing instincts: a drive for innovation and a deep-rooted aversion to risk. This paradox makes it especially challenging to gain internal support for emerging technologies like artificial intelligence.
That tension – and how to overcome it – was a recurring theme at Insurance Business’s Women in Insurance Summit, where panelists and participants discussed the uphill battle of securing organizational buy-in for AI adoption.
While getting decision-makers across the business on board is no small feat, speakers emphasized that with the right approach, it can be done.
For Jharna Deshmukh, director at Gore Mutual Insurance, building buy-in for AI doesn’t start with mandates from the C-suite – it starts with the people who will actually use the tools.
Rather than taking a traditional top-down project management approach, Deshmukh advocates for a cultural shift built from the ground up. That means investing in hands-on training, coaching, and creating safe environments where teams can not only experiment but openly share both their wins and failures.
“It’s extremely important to bring in the culture change,” she said, noting that successful AI integration requires more than just proving ROI.
While organizations often look for clear financial returns before greenlighting new projects, Deshmukh argued that AI should be viewed differently – less as a standalone investment, and more as a foundational enabler of future capabilities.
She drew an analogy: no one would have formally funded a project just to enable digital signatures a decade ago – but today, it’s unthinkable to go without them.
Amanda May, vice president at McCAM Insurance Brokers, said that securing internal buy-in for AI starts with a compelling “why.” In her view, one of the most relatable entry points is simple: everyone is busy.
“We should be looking at technology to solve some of this and take some of the busyness off of our plates,” she said.
With a flood of new AI tools and startups entering the market, May cautioned that picking the right solution isn’t just about features and functionality – it’s also about data governance and security.
“When you're subscribing to an AI program, you're giving in a lot of permissions, because the whole idea of AI is giving it permission to access information so it can answer questions, solve problems, and bring that back to you,” she said.
Organizations looking to adopt AI should work closely with their IT teams early in the process to understand exactly what permissions a tool requires and what information it will have access to.
May said that taking the time to do those checks up front ensures that promising new tools enhance workflows without introducing new risks – reinforcing confidence in the process and paving the way for broader adoption.
Once the right AI tools are selected, the next challenge is making them stick. May believes successful implementation hinges on how well organizations support their teams through the transition.
This phase, she said, is all about people and process.
Adoption, she said, depends on strong workflows, bite-sized training content, and identifying internal champions who can act as mentors once new tools go live.
“You have to remember that everybody has a different way to learn and absorb information,” she said.
Another effective strategy for building momentum around AI adoption is to start small. Instead of asking for large budgets or introducing sweeping changes all at once, Deshmukh recommended beginning with modest initiatives that demonstrate clear value using the tools already available.
She said that most organizations already have platforms or systems that include some level of AI capability. By leveraging these existing resources, teams can run pilot programs or small-scale experiments without requiring significant upfront investment.
The key is to focus on delivering tangible outcomes early. When even a limited use case proves that automation can reduce manual work, improve accuracy, or save time, it becomes easier to generate enthusiasm – and unlock executive support – for larger, more transformative initiatives down the line.
“Starting small and showing the value is really the key of getting that buy in and getting the funding for more meaningful initiatives,” she said.
