Why Innovation in Large Organizations Has Almost Nothing to Do With Ambition
A conversation with François Jacquemin
There is a version of the innovation conversation that happens in boardrooms that sounds like this: move faster, think differently, embrace disruption. The language is confident. The direction feels clear.
Then someone goes back to their desk inside a company that has operated successfully for forty years, and none of it is quite as simple as it sounded.
François Jacquemin has worked inside and across large insurance organizations across Europe and globally. In this conversation we get into what innovation actually looks like from the inside, and what really drives it.
The answer is less romantic than most accounts suggest.
Innovation Follows Pressure, Not Vision
Change clusters around problems that can no longer be ignored. In insurance, that might mean a shift from thermal to electric vehicles, or legislation that forces an entire market to respond at once. When that pressure arrives, focus follows. Budget follows. Organizations in the same market begin moving on similar challenges at the same time, not because they are watching each other, but because they are facing the same reality.
The organizations worth studying are not the ones declaring the boldest ambitions. They are the ones that have built the conditions to respond when pressure arrives.
The Edge and the Return
When a large organization needs to move fast, the answer almost always involves building something small and separate. A team outside the normal structure, free from the weight of the core business.
What tends to be underestimated is what happens next. At some point that work has to come back and be absorbed by the same system it was designed to change. That transition is where most of the real difficulty lives. Not in the original idea. In the reintegration.
Legacy Is a History Problem, Not a Technology Problem
Every layer of a large organization reflects a decision that once worked. The accumulated structure is not an accident. It is evidence of what kept the business alive.
The Infrastructure Nobody Puts on a Slide
What made François's global innovation networks function was not the agenda. It was the relationships that formed when people from different countries were in the same room. The colleague who reaches out years later because they remember a conversation. The team that moves faster because someone they trust is on the other end.
You cannot mandate this. But you can create the conditions for it to form.
What the Future Requires
The future of insurance, in François's view, is a product that becomes invisible. Clients do not want to think about it. They want it to work and stay out of the way.
Getting there inside organizations carrying decades of history is hard. It requires financial discipline, technical clarity, and the kind of human infrastructure that most organizations do not think to measure.
The organizations that figure it out will not be the ones that talked the most about innovation. They will be the ones that quietly built the conditions for change to actually move.
Timecode:
00:00 Why Insurance Feels Slow
01:27 Hidden Innovation in Insurance
05:47 The Client View vs What Is Actually Happening
08:23 How Culture Shapes Innovation Across Countries
10:28 Building Cross-Border Innovation Networks
14:55 Why Trust and Relationships Drive Results
16:46 Building Outside the Organization and Bringing It Back
20:18 Leadership That Enables Rather Than Controls
24:50 How Executive Sponsorship Actually Works
30:41 Empowerment as the Foundation of Innovation
35:18 Legacy Data and the Limits of AI
40:26 Startups, Outsourcing and the Future Model
45:05 Where Insurance Innovation Is Heading
Guest Links:
Guest: Francois Jacquemin
LinkedIn:https://www.linkedin.com/in/fran%C3%A7ois-jacquemin/
Links:
https://www.jensheitland.com/links
