The intelligence era in P&C: From AI promise to AI advantage

Today, the use of artificial intelligence (AI) in property and casualty insurance is commonplace and indeed, 40% of P&C leaders say AI is meeting their expectations – on the surface, this statistic is reassuring. But actual business results from AI-driven improvements tell a different story: many insurers report only marginal gains in cost savings, revenue growth, and time to market. Even more surprisingly, a large portion of the industry – as much as 42% – say they haven’t measured AI outcomes at all.1

However, a top-performing group of about 10% of P&C insurers are demonstrating how AI in insurance needs to move forward, delivering competitive benefits at the enterprise-wide level. Compared with most mainstream insurers, these winning organizations have achieved 21% higher revenue growth and 51% greater share price increases between 2021 and 2024. But even within these intelligence trailblazers, much of AI in P&C insurance remains concentrated at the task level. Workflows are still built for human execution, and solving for key gaps in collaboration, data readiness, and process redesign continues to be a critical challenge.2 

The World Property and Casualty Insurance Report 2026 draws on the results of three robust primary research efforts across the P&C industry:

  • The report includes insights from interviews with 344 senior insurance executives at leading property and casualty insurance companies around the world. 
  • Four “Global Insurance Employee Surveys” targeting individual roles were completed by a total of 809 employees – including 200 agents, 200 claim adjusters, 200 customer service agents, and 209 underwriters. 
  • Lastly, our comprehensive “Voice of the Customer Survey,” conducted in collaboration with Phronesis Partners, polled 1,113 people across 18 countries. 

In total, our research spanned three global regions – the Americas, Europe, and Asia-Pacific. 

This year’s P&C report urges industry players to redesign themselves for a new agentic AI era in the insurance industry, and to become “expert-centric insurers.” These organizations operate through four interconnected building blocks:

  1. Leadership sets strategic direction and defines human-AI collaboration boundaries. 
  2. Human experts across operating disciplines define outcomes and establish accreditation frameworks that synthetic workforces must meet before they can act. 
  3. Synthetic execution handles high-volume work – but escalates it for human involvement when a task’s complexity exceeds defined thresholds. 
  4. Orchestration managers possess capabilities that separate leading organizations from the rest: they translate business strategy into AI principles and govern how intelligence scales across the organization. 

Building an enterprise where human expertise and synthetic execution work together as one continuously adapting organization as technology matures, risk landscapes shift, and the boundaries between human judgment and AI expands where the final frontier lies.

Access report