Aflac, Inc. is the largest provider of supplemental insurance in the United States to the tune of $19 billion in annual revenues. The company is famous for its iconic duck and celebrity-driven ad campaigns. Behind the scenes, however, the company has been on a transformative journey. A primary driver of that evolution has been Sheila Anderson, who is the Executive Vice President and Chief Information Officer of the company. Anderson joined Aflac more than two and a half years ago, and since then, she has played a pivotal role in advancing the company’s technology, people and processes.
“Aflac’s vision is to create a world where people are better prepared for the unexpected,” Anderson shared with a note of pride. “Our supplemental benefits help with expenses primary health insurance doesn’t cover.”
Building a Unified Tech Organization
When Anderson joined the company, she inherited a technology ecosystem shaped by years of acquisitions. Like other acquisitive companies, the integration of technology was sub-optimal. She quickly moved to centralize technology operations, bringing together systems that had previously operated independently across various business units.
“We created a one-stop shop for all technology at Aflac,” she said. “That included unifying platforms across Individual, Group, Dental, Vision and other business areas, while also integrating shared services and infrastructure.” By reducing the overall technology footprint, Anderson and team has reduced complexity and risk while enhancing value to the company.
Clarifying Governance and Financial Transparency
One of Anderson’s earliest insights was the need for a clearer governance model and financial visibility across Aflac’s sprawling tech investments. She noticed a lack of centralized oversight, which created inefficiencies and duplicated efforts. “It was difficult to see how much we were spending on technology across the ecosystem,” she said. “We needed to better understand where we were investing, why and what outcomes we expected.”
To address this, she implemented technology business management practices to track spending and align investments with business priorities.
Reassessing the Cloud Strategy
Aflac had previously adopted a lift-and-shift strategy to move its distributed capabilities to the cloud. Anderson, however, saw a need to pause and recalibrate. “I wasn’t sure that was the right strategy,” she underscored. “We needed a more intentional approach.” The company had not been fully prepared for such a large change to take place, and Anderson was concerned about the ability to absorb so much change.
Instead of rushing to the cloud, Anderson focused on building internal readiness, educating teams and creating a centralized cloud center of excellence. The company now follows what she refers to as a measured “three-R” approach: right solution, right place, right price.
Delivering a Unified Group Customer Experience
As Aflac expands its group benefits offerings, Anderson is helping drive a unified strategy that simplifies the customer experience. Previously, the company’s various group businesses presented themselves independently. “We’re focused on integrating across all of those businesses,” she said. “The goal is a seamless, ‘One-Aflac’ experience for our customers.”
Rather than replace all back-end systems, Anderson’s team is developing integration layers and modern front ends to streamline services and offer a unified interface.
Talent Optimization for the Future
Recognizing that technology transformation is also about people, Anderson led a comprehensive talent strategy. She reduced overreliance on third-party vendors and evaluated internal roles based on current and future needs. “We mapped out our three-year roadmap, then defined what labor needed to look like,” she highlighted. “We’re ensuring we have the right mix of talent and skillsets to support where we’re going.”
Her team also introduced updated job codes, compensation models and career paths to retain and attract talent. This comprehensive approach has led to a stronger core of internal talent at Aflac.
Data and AI as Business Drivers
Aflac has long been a pioneer in artificial intelligence, implementing solutions to improve claims quality and auto-adjudicate lower-risk claims. The company’s Code-Based Processing system has delivered strong ROI and continues to expand into new areas. “It’s the gift that keeps giving,” said Anderson. “That investment has more than paid for itself.”
She has since aligned data, AI and innovation under one organizational umbrella. With its Hatch innovation lab, Aflac is pursuing a host of generative AI proof-of-concepts mapped to the insurance value chain, from Sales to Claims. The key in determining where to focus this innovation is a guiding principle for Anderson that she refers to as “know your why.”
“Everything we invest in must tie back to a business need,” she said. “We prioritize based on business value and expected outcomes.” That philosophy informs every technology decision, from AI investments to platform upgrades.
Looking Ahead
Anderson is particularly excited about the rise of agentic AI: intelligent systems that proactively act on behalf of users. She sees it as the next evolution in automation and customer experience. “These technologies are becoming more mature every day,” she said. “Agentic AI could shape many of our future experiences.”
With a clear focus on modernization, integration and innovation, Anderson is steering Aflac toward a future that combines the company’s mission-driven heritage with cutting-edge technology.
Peter High is President of Metis Strategy, a business and IT advisory firm. He has written three bestselling books, including his latest Getting to Nimble. He also moderates the Technovation podcast series and speaks at conferences around the world. Follow him on Twitter @PeterAHigh.
