This article is by Marcus Hayes, senior client manager at Expleo, an engineering, technology and consulting services provider.
Blueprint Two, originally due to launch back in 2019, used to be seen as an ambitious initiative that would digitalise the insurance market and make transactions faster and more cost-effective. However, as delay after delay pushed the rollout back to April 2025, and most recently to May at the earliest, mention of Blueprint Two is now at risk of being greeted with groans rather than excitement.
Among the problems caused by the delays to Blueprint Two’s rollout, there are three that are particularly challenging.
First, insurers have invested time and resources preparing for a digital shift that has yet to happen. They have invested in training staff, setting up new systems and adapting internal workflows in anticipation of its launch. However, with the rollout postponed several times, much of this work will need revisiting when Blueprint Two eventually hits the market, further increasing the time and resource investment as well as, understandably, the frustration.
Second, the London market lags behind those that have already embraced digital transformation, as seen in Singapore and the US. While London is still regarded as a world leader, it won’t be long until it’s overtaken if it remains at a digital standstill.
Third, maintaining legacy systems while preparing to switch to the Core Data Record (CDR) needed for Blueprint Two, is hoisting significant extra cost onto insurers despite offering no tangible benefit. This ‘double paying’ is only adding to the frustration as it is money that would have been invested in other areas in hindsight.
Given the delays, its unsurprising that the sentiment around Blueprint Two is now one of fatigue and frustration as London’s insurance market is trapped in state of Limbo. This needn’t be the case though and the insurance market could still reap the benefits of digitalisation in the near future.
Why wait?
While the insurance market’s frustration at the lack of tangible benefits of Blueprint Two is justified, it’s important that this doesn’t dampen enthusiasm for digital transformation altogether.
We know what the anticipated standards of the CDR are, so aligning with these now will allow firms to hit the ground running when Blueprint Two launches and make up any lost ground on competitor markets. It also reduces the likelihood of costly reworks down the line by minimising any teething problems that may emerge at launch.
At the heart of digital transformation is the people that will drive it. Any apathy they feel towards the endeavour will only be increased by the lack of knowledge, so firms should do all they can to keep them involved in informed. For example, share as much knowledge as you can through your business alongside running regular training sessions and workshops on the tools, platforms and processes that underpin Blueprint Two. Only by doing this will teams have the confidence required to make the launch successful.
Beyond that, firms can run pilot digitalisation projects as a testbed for larger-scale implementation. These can target specific processes, such as claims processing, underwriting, or customer onboarding, providing valuable insight into the challenges and benefits they can expect to see from widespread digitalisation. Pilot projects can also help identify early wins, which will give teams a boost.
Finally, to combat fatigue, it’s important that leadership teams communicate the long-term benefits of Blueprint Two regularly. Ensuring that teams have visibility of progress, milestones and how their work ties into future goals helps keep momentum and reminds teams of why this transformation matters.
A flexible approach
All of the above can help contribute to a smooth transition to digital which, given the delays, might help reduce the fatigue surrounding Blueprint Two and salvage some enthusiasm for the project.
Breaking down digital transformation into smaller, manageable projects allows for gradual progress. It means that firms can implement changes in specific areas, without overhauling entire systems simultaneously.
By focusing on iterative development and continuous feedback, insurers can respond to emerging challenges and opportunities with agile project management techniques that can be adapted.
They should also use this time to establish metrics to assess the impact of any changes, allowing for ongoing evaluation. Continuous monitoring ensures that the digital transformation delivers the intended benefits and identifies areas for further improvement.
While the delays in implementing Blueprint Two have understandably frustrated London’s insurance market, they also present an opportunity for insurers to reassess their digital transformation strategy and make the rollout even more successful than it would have otherwise been.
With short-term solutions to bridge the gap and a flexible approach, insurers can continue progressing on their digitalisation journey while remaining competitive in a rapidly changing market.
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