Strategic Partnerships Development

I am coming back from a fulfilling week in New York, where UN Climate Week took place. It is halftime for the 17 SDGs (https://sdgs.un.org/goals) agreed in 2015 with the aim to be reached by 2030. Goal number 13 “Climate Action” is usually focusing on sustainable finance, infrastructure, and technology innovation but seldom on the people dimension. This is why Johann Daniel Harnoss, PhD Tanya Mondal and I had a closer look to this facet and discussed the results of our latest brief “Will a Green Skill Gap of 7 Million Workers Put Climate Goals at Risk” (link in comment). Investments on climate-friendly projects are increasing, projects to advance global decarbonization efforts are on the rise. While this is great news, we need to ensure that people with the right skills are also available to carry out those projects. Currently we rather face a bottleneck of qualified workers in all parts over the world. Countries that already suffer from a shortage of workers are especially challenged. Most of these countries are situated in the global north and belong to the largest CO2 emitters. I believe it is self understanding that especially here, decarbonizations efforts are a must. This is why skilling needs to become a priority to increase the amount of qualified green workers - locally but also on a global scale. Skill partnerships between countries that need qualified talent and those that can provide talent, including private and public institutions can be a pathway to solve these challenges. So far, such initiatives are happening on a small scale. But we need to scale up, training green-skilled workers effectively, to reach set climate targets.   We could discuss these ideas and many more with a group of great people and all agreed: we need to find ways to put the people dimension on the agenda of global policy makers and speed up. #climate #climatemigration #skill #skillpartnerships #greenenergy #greenskills Thank you. BCG Henderson Institute IOM - UN Migration The World Bank Labor Mobility Partnerships (LaMP) Ugochi Daniels Stephanie Dei Rebekah Smith Jason Wendle Faith Taylor Betsy Fisher Dr. Raphaela Schweiger Dr. Koko Warner Bidjan Nashat Charles Kenny David Khoudour, Ph.D. Wolfgang Blau Ronnie Goldberg and many more...

Is bancassurance the best example of Embedded Insurance? The Boston Consulting Group explores this insurance distribution opportunity in a recent report, offering valuable insights for both banks and insurers. The report begins by examining why retail banks should prioritize initiatives like bancassurance. Facing increasing cost pressures and revenue challenges, this model presents a compelling business case. It also outlines the benefits for insurers, emphasizing the channel’s potential to enhance profitability. For customers, the integration of insurance with banking services offers tailored solutions by leveraging transactional data. ✨ To me, this capability enables bancassurers to identify key life moments, better understand customer needs, and push relevant insurance products accordingly. BCG also identifies eight critical areas that incumbents must focus on to thrive in this space. These include advanced data capabilities and leveraging price and product differentiation as competitive edges. Notably, the report highlights a significant performance gap between market leaders and their peers, underscoring the need for strategic alignment. Finally, the report explores various partnership models, detailing the advantages of each approach. By providing a clear framework for collaboration, this offers a roadmap for banks and insurers to capitalize on the growing potential of bancassurance. #insurance #fintech #venturecapital

We trusted them. That made the dispute worse. I spoke on a panel recently about dispute resolution. The very first question came to me: “𝗪𝗵𝘆 𝗱𝗼 𝘀𝗼𝗺𝗲 𝗱𝗶𝘀𝗽𝘂𝘁𝗲𝘀 𝗰𝗮𝘂𝘀𝗲 𝗹𝗮𝘀𝘁𝗶𝗻𝗴 𝗱𝗮𝗺𝗮𝗴𝗲, 𝗲𝘃𝗲𝗻 𝘄𝗵𝗲𝗻 𝘁𝗿𝘂𝘀𝘁 𝗶𝘀 𝗵𝗶𝗴𝗵?” I said: Because not all trust protects you. Some of it actually makes things worse. The silence in the room spoke volumes. We like to believe trust is a buffer. That it makes relationships “safe.” But in practice, I’ve seen it do the opposite. Trust, when it’s shallow, mismatched, or never stress tested, can give you a false sense of security. Then conflict hits, and everything fractures. Some trust can survive pressure. Some gets exposed by it. Here’s what I’ve seen over and over again: → 𝗖𝗼𝗻𝘁𝗿𝗮𝗰𝘁𝘂𝗮𝗹 𝘁𝗿𝘂𝘀𝘁 can be rebuilt → 𝗘𝗺𝗼𝘁𝗶𝗼𝗻𝗮𝗹 𝘁𝗿𝘂𝘀𝘁 takes the longest to repair → 𝗖𝗼𝗺𝗽𝗲𝘁𝗲𝗻𝗰𝗲 𝘁𝗿𝘂𝘀𝘁 (“they’ll deliver”) is resilient → “𝗡𝗼 𝗽𝗿𝗼𝗯𝗹𝗲𝗺𝘀 𝘆𝗲𝘁” 𝘁𝗿𝘂𝘀𝘁 often the most dangerous. → 𝗚𝗼𝗼𝗱𝘄𝗶𝗹𝗹 𝘁𝗿𝘂𝘀𝘁 (“they have our best interests at heart”) is vulnerable And in high-stakes negotiations or long term partnerships, most people 𝗻𝗲𝘃𝗲𝗿 𝗻𝗮𝗺𝗲 𝘁𝗵𝗲 𝗸𝗶𝗻𝗱 𝗼𝗳 𝘁𝗿𝘂𝘀𝘁 𝘁𝗵𝗲𝘆’𝗿𝗲 𝗯𝘂𝗶𝗹𝗱𝗶𝗻𝗴. They just assume it’s strong, until it's tested! For relationships to survive disputes Don’t avoid tension. Build for it. → Create psychological safety → Track trust in real-time, not just in retros → Structure contracts for repair, not just prevention → Make it okay to raise concerns 𝗯𝗲𝗳𝗼𝗿𝗲 the damage is done Trust isn’t avoiding discomfort. It’s knowing how the relationship holds when a dispute shows up. So the question worth asking isn’t: - “𝘋𝘰 𝘸𝘦 𝘵𝘳𝘶𝘴𝘵 𝘦𝘢𝘤𝘩 𝘰𝘵𝘩𝘦𝘳?” - It’s “𝘞𝘩𝘢𝘵 𝘩𝘢𝘱𝘱𝘦𝘯𝘴 𝘸𝘩𝘦𝘯 𝘵𝘩𝘢𝘵 𝘵𝘳𝘶𝘴𝘵 𝘪𝘴 𝘵𝘦𝘴𝘵𝘦𝘥?” That’s where the real relationship lives. I’d like to hear from you: What’ve you seen help (or harm) trust during a dispute? Let’s raise the bar for how trust is built 𝗮𝗻𝗱 𝗵𝗼𝘄 𝗶𝘁’𝘀 𝗽𝗿𝗼𝘁𝗲𝗰𝘁𝗲𝗱. ----------------------------------------------- My free newsletter is where I share the expert stuff that doesn’t fit in a post. One email a week - focused, useful, and real. Join me: https://lnkd.in/gseUj6US

Across the country, emerging partnerships like those led by The Industrial Commons, Hampton Roads Workforce Council, Lyra, Portland General Electric, and Greater New Orleans Foundation are poised to support #workers in accessing quality green jobs, help #employers bridge skill gaps through accessible training opportunities, and demonstrate how building the green workforce will boost quality jobs for people facing systemic barriers to advancement. In Forbes, I shares stories of these leaders and four strategies that all regions can adopt to foster a vibrant green economy that benefits employers, workers, and everyone affected by a changing climate. They are: 1️⃣ Expand the Definition of Green Skills and Green Industries 2️⃣ Promote Early Exposure to Green Skills and Green Pathways 3️⃣ Increase Access to Training for Workers Facing Systemic Barriers 4️⃣ Tailor Awareness and Messaging Read more below. #climateresilience #qualityjobs #greenjobs Jobs for the Future (JFF)

🌍 Accelerating Industry Decarbonization: Collaboration Is the Key The World Economic Forum's latest report, United for Net Zero: Public-Private Collaboration to Accelerate Industry Decarbonization, outlines a roadmap for tackling industrial emissions, which account for 30% of global greenhouse gases. The report highlights the urgent need for collaboration between governments and businesses to overcome barriers like insufficient funding, regulatory fragmentation, and slow technology adoption. 8 key opportunities to accelerate progress: ✨ Understand and leverage public financial mechanisms: Governments must provide tailored incentives like tax breaks and subsidies to make decarbonization projects financially viable. ✨ Engage your sector to co-develop financial mechanisms: Industries should work with stakeholders to design financing models that align with sectoral needs and drive innovation. ✨ Facilitate carbon tracking adoption within your value chain: Promoting standardized carbon measurement tools and tracking systems can improve transparency and drive efficiency. ✨ Contribute to harmonizing carbon accounting standards: Aligning global standards for carbon reporting will reduce costs and improve accountability. ✨ Proactively support net-zero solutions across value chains: Companies must help decarbonize supply chains, particularly by supporting SMEs with knowledge and funding. ✨ Collaborate with governments on value chain decarbonization policies: Businesses should actively shape policies that accelerate emissions reduction while ensuring fairness. ✨ Co-invest in climate technologies and market creation: Joint investment in technologies like green hydrogen and renewables will be key to achieving net-zero goals. ✨ Help create enabling policies for climate technology adoption: Governments and industries must design policies that reduce risks and boost demand for climate innovations. 🌱 My Reflections 💭 1. Mobilizing Consumer Influence Consumers hold untapped power to drive change. A globally recognized "carbon-neutral certified" label could transform purchasing habits. Transparent certifications and awareness campaigns could accelerate demand for sustainable products. 💭 2. Ensuring Equity Across Borders Global supply chains must help developing economies transition fairly. Capacity-building, knowledge-sharing, and financial support can ensure all regions—not just wealthy ones—meet net-zero goals. 💭 3. Fast-Tracking Green Innovation Regulatory bottlenecks remain a major hurdle. An international fast-track mechanism for green projects could streamline approvals and accelerate innovations like green hydrogen and carbon capture technologies. The challenge is immense, but so are the opportunities. What do you see as the most critical steps toward net-zero industries? 🌟 #NetZero #Sustainability #ClimateAction #Decarbonization #Innovation #Collaboration

I am happy to co-author this article with Beatrice WEDER DI MAURO, President of the CEPR - Centre for Economic Policy Research, reflecting on the urgent need to engage in collective thinking and action to adapt our response to the challenge of insurability in the face of escalating climate risks. This article, which captures key convictions from our joint workshop hosted at Collège de France by the AXA Research Fund and CEPR - Centre for Economic Policy Research, couldn't have been more timely.   Devastating floods in Valencia, the wildfires in Los Angeles, the typhoons in Mayotte and La Réunion... These recent climate catastrophes show a clear reality: climate risks are intensifying and the protection gap for local communities and economies are becoming evident. Global economic losses from extreme weather events reached $320 billion in 2024, while in Europe, only 25% of economic losses were insured - leaving individuals, businesses, and communities vulnerable.    To address this, we need to enhance risk-sharing mechanisms and promote partnerships between public institutions and private companies.   Ensuring insurance accessibility and effectiveness is crucial. This can be done through: ➡️ Hybrid models, combining market mechanisms with public-private partnerships, to help ensure broad coverage and affordability. France’s CatNat regime and Switzerland’s hybrid model offer valuable insights. These models can be adapted to regions facing extreme exposure, such as sea level risks. ➡️ Greater investment in prevention and risk-sharing mechanisms. Initiatives like local municipal risk assessments can help small municipalities assess and mitigate local climate risks. ➡️ Impact underwriting, where insurers incentivize policyholders to adopt risk-reducing measures in exchange for lower premiums. ➡️ Public education on climate risks and stronger coordination between insurers, governments, and consumers to ensure preventive measures are taken seriously.   As we move forward, it's clear that policymakers, insurers, and society must work together to strike a sustainable balance between affordability and fiscal viability. This is not just about who pays the bill. It is about how we manage risk in an increasingly uncertain climate landscape. Let's continue to foster collaboration and innovation to close the protection gap and build a resilient future. 👇 https://lnkd.in/er6BkrtZ

$6T of insurance cash. 33% deployed. The rest soon? Blackstone has signed a $20B private credit partnership with Legal & General that underlines the partnership route to insurance capital. US life insurers hold $6 trillion in cash and invested assets. A third is already allocated to private credit, and that figure is "rapidly rising." But here's what's especially interesting for private market practitioners: 𝗧𝘄𝗼 𝗰𝗼𝗺𝗽𝗲𝘁𝗶𝗻𝗴 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗲𝘀 𝗮𝗿𝗲 𝗲𝗺𝗲𝗿𝗴𝗶𝗻𝗴: • 𝗧𝗵𝗲 𝗮𝗰𝗾𝘂𝗶𝘀𝗶𝘁𝗶𝗼𝗻 𝗺𝗼𝗱𝗲𝗹: Apollo and KKR have snapped up large annuity providers • 𝗧𝗵𝗲 𝗽𝗮𝗿𝘁𝗻𝗲𝗿𝘀𝗵𝗶𝗽 𝗺𝗼𝗱𝗲𝗹: Blackstone strikes deals with insurers like L&G, Corebridge Financial, and Resolution Life. 𝗧𝗵𝗲 𝗕𝗹𝗮𝗰𝗸𝘀𝘁𝗼𝗻𝗲-𝗟&𝗚 𝗱𝗲𝗮𝗹 𝘀𝗵𝗼𝘄𝘀 𝘄𝗵𝘆 𝗽𝗮𝗿𝘁𝗻𝗲𝗿𝘀𝗵𝗶𝗽𝘀 𝗺𝗮𝘆 𝘄𝗶𝗻: • $20B scale over 5 years without massive capital outlay • Cross-border access (UK insurer writing US pension risk-transfer business) • Focus on investment-grade private credit (though ownership model is as well) • More scalable than buying every insurer you want to work with "T𝘩𝘦 𝘵𝘸𝘰 𝘧𝘪𝘳𝘮𝘴' 𝘤𝘰𝘮𝘣𝘪𝘯𝘦𝘥 𝘤𝘢𝘱𝘢𝘣𝘪𝘭𝘪𝘵𝘪𝘦𝘴 𝘢𝘭𝘭𝘰𝘸 𝘵𝘩𝘦𝘮 𝘵𝘰 𝘰𝘳𝘪𝘨𝘪𝘯𝘢𝘵𝘦 𝘢𝘴𝘴𝘦𝘵𝘴, 𝘪𝘥𝘦𝘯𝘵𝘪𝘧𝘺 𝘪𝘯𝘷𝘦𝘴𝘵𝘮𝘦𝘯𝘵 𝘰𝘱𝘱𝘰𝘳𝘵𝘶𝘯𝘪𝘵𝘪𝘦𝘴 𝘢𝘯𝘥 𝘤𝘰𝘮𝘦 𝘶𝘱 𝘸𝘪𝘵𝘩 𝘱𝘳𝘰𝘥𝘶𝘤𝘵𝘴 𝘵𝘩𝘢𝘵 𝘮𝘦𝘦𝘵 𝘵𝘩𝘦 𝘯𝘦𝘦𝘥𝘴 𝘰𝘧 𝘣𝘰𝘵𝘩 𝘪𝘯𝘴𝘵𝘪𝘵𝘶𝘵𝘪𝘰𝘯𝘢𝘭 𝘢𝘯𝘥 𝘪𝘯𝘥𝘪𝘷𝘪𝘥𝘶𝘢𝘭 𝘤𝘭𝘪𝘦𝘯𝘵𝘴," said Philip Sherrill, Blackstone's head of insurance. 𝗧𝗿𝗮𝗻𝘀𝗹𝗮𝘁𝗶𝗼𝗻: Partnerships create flexibility that ownership doesn't. Meanwhile, L&G is targeting £85B (!) in private markets AUM by 2028, showing how traditional asset managers are pivoting hard into alternatives. They recently hired Eric Adler to run the business. The question isn't whether insurance capital will dominate private credit. It already is. It's which strategy - partnerships or acquisitions - will prove more effective (and lasting) at scale. Endlessly interesting either way. ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ The infrastructure of private markets is taking shape daily. Follow me and The Private Markets Forum to keep up!

The SAP job market is undergoing a transformation—one that will define the next decade. As we move forward, two undeniable trends emerge: 📌The retirement wave is here. A significant portion of experienced SAP professionals are exiting the workforce, leading to a steady decline in available talent. This isn’t a distant concern. It’s happening now, the candidate pool is getting tighter year after year. 📌Demand for SAP expertise is only growing. The shift to S/4 HANA, AI-driven ERP, and cloud-based solutions is accelerating, creating a long-term demand for highly skilled SAP professionals. Businesses need specialists who can lead, implement, and optimise these transformations. This convergence of a shrinking workforce and an increasing need for expertise presents a challenge but with challenge comes opportunities. What This Means for the Future of SAP Hiring The next 10 years will redefine how companies attract and retain SAP talent. Businesses will need to: ✅Adapt to a candidate-driven market – With fewer professionals available, top SAP candidates will have more options and higher expectations. Competitive salaries, flexible work arrangements, and career development opportunities will be crucial for retention. ✅Invest in upskilling and reskilling – Businesses that prioritise internal training and certification programs will gain a competitive edge in securing skilled SAP professionals for the long term. ✅Work with specialised SAP talent recruiters like JPS Resourcing – The traditional hiring approach will no longer be enough. Companies will need strategic talent sourcing partners who understand the SAP industry, predict shifts, and secure the right expertise ahead of the curve. Looking Ahead with Confidence Yes, the SAP talent market is tightening. Yes, hiring will become more competitive. Yes, companies will face new challenges in securing the right skills. But those who plan ahead, adapt, and take a proactive approach to talent strategy will thrive. The future of SAP is being shaped now. And those who prepare for it will lead it. Are you ready for what’s next? 📩 Let’s build the future of SAP hiring, together. #SAP #S4HANA #FutureOfWork #TalentShortage #CloudERP #DigitalTransformation

⸻ Alliance success is built on the quality of the relationship — not just the quality of the contract. Too often, organizations believe that alliance performance comes down to the mechanics: the business case, the governance structure, the KPIs. These are important, but they are not decisive. What makes the difference between an alliance that thrives and one that stalls is the quality of the relationship between the partners. When trust is high, information flows freely, problems are surfaced early, and opportunities are shared without hesitation. When trust is low, every discussion becomes a negotiation, every decision a battle, and every issue a potential deal-breaker. Strong relationships enable: • Resilience – partners work through challenges instead of walking away. • Innovation – ideas are exchanged openly, leading to new joint solutions. • Speed – decisions happen faster when there’s confidence in intent. • Growth – partners invest more when they believe the other side is equally committed. I’ve seen alliances with modest commercial logic succeed because the relationship was strong, while others with brilliant strategic alignment failed because the relationship was brittle. In the end, alliances are human endeavors. Strategy and structure may set the stage, but it is the relationship that drives success. 👉 What’s your experience? Have you seen relationships make (or break) an alliance?

𝐈𝐧𝐬𝐢𝐠𝐡𝐭𝐬 𝐟𝐫𝐨𝐦 𝐖𝐨𝐫𝐤𝐢𝐧𝐠 𝐀𝐜𝐫𝐨𝐬𝐬 𝐂𝐚𝐫𝐫𝐢𝐞𝐫 𝐚𝐧𝐝 𝐒𝐨𝐥𝐮𝐭𝐢𝐨𝐧 𝐏𝐫𝐨𝐯𝐢𝐝𝐞𝐫𝐬 I continue to hear feedback from the carrier side of the industry regarding confusion with solution provider offerings. Having worked on both the carrier and solution provider sides of the insurance industry, I've seen firsthand the misunderstandings and missed opportunities that arise when each side doesn’t fully grasp the other’s goals, challenges, and unique solutions. One of the biggest challenges facing solution providers is clarifying their unique value proposition to carriers. Here’s a quick playbook for solution providers aiming to close that gap: 𝐊𝐧𝐨𝐰 𝐘𝐨𝐮𝐫 𝐂𝐚𝐫𝐫𝐢𝐞𝐫’𝐬 𝐏𝐚𝐢𝐧 𝐏𝐨𝐢𝐧𝐭𝐬 𝐁𝐞𝐲𝐨𝐧𝐝 𝐭𝐡𝐞 𝐏𝐢𝐭𝐜𝐡 Before stepping into a carrier meeting, it’s essential to move beyond your standard pitch. Take time to understand the carrier’s specific pain points and strategic goals. This doesn’t just mean presenting your solution’s features but framing them directly around the carrier’s unique needs. 𝐃𝐢𝐟𝐟𝐞𝐫𝐞𝐧𝐭𝐢𝐚𝐭𝐞 𝐛𝐲 𝐏𝐫𝐨𝐛𝐥𝐞𝐦, 𝐍𝐨𝐭 𝐏𝐫𝐨𝐝𝐮𝐜𝐭 When multiple vendors are providing similar solutions, the carrier’s choice often boils down to “who understands our challenges best?” Make your focus the problem you're solving, not just the technology behind it. Share real-life case studies or success metrics that align directly with the carrier’s priorities. 𝐄𝐬𝐭𝐚𝐛𝐥𝐢𝐬𝐡 𝐘𝐨𝐮𝐫𝐬𝐞𝐥𝐟 𝐚𝐬 𝐚 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐜 𝐏𝐚𝐫𝐭𝐧𝐞𝐫, 𝐍𝐨𝐭 𝐉𝐮𝐬𝐭 𝐚 𝐕𝐞𝐧𝐝𝐨𝐫 Solution providers who position themselves as partners—invested in the carrier’s success—can achieve far more sustainable relationships. Demonstrate that your team is here to evolve alongside the carrier, providing support as their needs and the market change. 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐞 𝐘𝐨𝐮𝐫 “𝐖𝐡𝐲” 𝐂𝐥𝐞𝐚𝐫𝐥𝐲 Carriers, like any client, want to know why you’re in this industry. When you communicate your mission—whether it’s simplifying claims, improving customer experience, or advancing digital transformation—it builds trust and establishes you as a purpose-driven partner. This is where your passion for the industry and problem-solving expertise can shine. 𝐏𝐫𝐨𝐯𝐢𝐝𝐞 𝐓𝐫𝐚𝐧𝐬𝐩𝐚𝐫𝐞𝐧𝐜𝐲 𝐢𝐧 𝐈𝐦𝐩𝐥𝐞𝐦𝐞𝐧𝐭𝐚𝐭𝐢𝐨𝐧 𝐚𝐧𝐝 𝐎𝐮𝐭𝐜𝐨𝐦𝐞𝐬 Clarity in execution and ROI is critical. Carriers want to understand what to expect from onboarding to outcomes. Break down each phase of implementation, offer realistic timelines, and communicate ROI metrics to foster confidence in your solution. By viewing solution-provider relationships as collaborative partnerships and focusing on empathy, understanding, and tailored solutions, we can transform our approach—and our impact. When both sides are aligned, it’s not just about sales—it’s about true innovation and lasting value.