Generali

The global insurance industry is undergoing structural disruption as AI and automation replace or fundamentally alter traditional underwriting, claims processing, and document-handling workflows. For Generali — one of the world's largest insurers with over 82,000 employees across dozens of markets — this created an urgent talent gap. The workforce lacked the digital fluency needed to work alongside emerging AI tools, identify high-value use cases, or transition into newly created roles. Without deliberate, large-scale intervention, the company risked a widening capability deficit that would slow AI adoption across functions, erode operational efficiency, and leave senior leaders unable to sponsor or govern AI initiatives effectively.

Working with Accenture, Generali designed and launched We LEARN — a global workforce development program built around a digitally enabled, on-demand learning platform. The platform delivers over 200 courses across 25 languages, spanning modalities from classroom and virtual instructor-led sessions to gamified modules and animated content. A companion mobile app allows employees to browse the full course catalog, register, and track personal learning history. To address talent mobility, the program includes 'mini-masters' programs in areas such as data science and cybersecurity. Critically, the curriculum is not static — content is dynamically updated to incorporate generative AI concepts, real-world insurance applications, and productivity use cases as they emerge. Accenture identified the core future-ready skill domains — data strategy, data ethics, generative AI, and sustainability — and structured the rollout to reach all 82,000 employees globally.

The program achieved 100% workforce engagement — meaning every one of Generali's 82,000+ employees participated in continuous upskilling, establishing learning as an organizational norm rather than an optional initiative. Employees completed an average of 32.7 training hours each, a significant investment of time that reflects genuine adoption rather than passive enrollment. At the leadership layer, 1,200 senior managers are being trained specifically on generative AI — equipping the decision-makers who control budgets and strategy with the literacy needed to sponsor AI projects credibly.

• 100% workforce engagement rate across 82,000+ global employees
• 32.7 hours average training completed per employee
• 1,200 senior managers enrolled in dedicated generative AI training

Beyond the numbers, employees are actively developing the ability to identify data and AI use cases within their own functions and markets.

• Universal engagement requires multi-modal delivery. A single format cannot reach a global, diverse workforce — combining classroom, virtual, gamified, and mobile learning was essential to hitting 100% participation.
• Leadership AI literacy must come first. Training 1,200 senior managers on generative AI before broader rollout creates the sponsorship and decision-making capacity that sustains adoption.
• Curriculum must be living, not fixed. Static training becomes obsolete within months in fast-moving AI contexts; dynamic content updates are an operational requirement, not a feature.
• Talent mobility programs reduce change resistance. 'Mini-masters' tracks in data science and cybersecurity gave employees a concrete career path, converting anxiety about automation into motivation to upskill.