The Case For Smarter Risk Management

After several years of disruption, the insurance market shows signs of stabilization. Although it’s not a broad-based recovery or a simple return to “normal,” in 2026, we’re seeing a selective reset. Certain lines of coverage are improving. Others remain under significant pressure, driven by claim severity, litigation trends and structural cost increases that aren’t going away anytime soon.

For buyers, that means success in 2026 won’t come from chasing the cheapest premium — it will come from understanding where the market is offering opportunity, where it remains unforgiving, and how well your organization manages and presents its risk.

Where businesses are seeing relief

Property insurance: Capacity is back (with caveats)

Property has been one of the most challenging lines of coverage for the better part of the last decade. We finally saw meaningful relief emerge in 2025, and that momentum is carrying into 2026.

More capacity has returned to the property market, helping stabilize replacement cost values and driving premium reductions for well-managed risks. Two consecutive lighter catastrophe seasons — particularly for hurricanes and wind — have also helped carriers regain confidence and rebalance portfolios.

Relief, however, is not universal. Certain segments, such as properties with challenging tenant profiles and limited controls, remain under scrutiny. High values paired with elevated exposure still command underwriters' attention. Ultimately, the market is softer, but it still rewards discipline.

Workers’ compensation: A continued bright spot

Workers’ compensation remains one of the most stable lines in the commercial insurance landscape, a trend that continues to surprise many given rising health care costs and wage pressures.

Despite those headwinds, the WC market has remained relatively quiet for years, and there’s little indication that it will change in 2026. Rates are generally flat, capacity is healthy and competition remains strong. For employers, this stability creates an opportunity to focus less on renewal anxiety and more on proactive claims management and loss prevention strategies that can deliver long-term savings.

Executive risk: Competitive (with conditions)

Executive risk lines — directors and officers, employment practices liability and cyber — remain competitive overall.

D&O pricing has continued to loosen as legal pressures ease in certain areas, and cyber insurance has become more accessible as basic controls such as multifactor authentication have dramatically reduced claim frequency. EPLI remains largely flat, although geography matters. States such as California continue to pose challenges, while strong employment conditions nationally are helping keep claims in check. Executive risk is buyer-friendly, but only for organizations that meet baseline expectations around governance, controls, and cybersecurity hygiene.

Where the pressure hasn’t let up on insurance

General liability: Frequency, severity and exclusions

General liability remains difficult, particularly for real estate and multifamily risks where foot traffic is high and claims frequency continues to rise.

Carriers are increasingly tightening policy language, introducing exclusions for assault and battery, firearms and other high-severity exposures. Settlement values are climbing, and underwriting scrutiny has intensified as a result. Product liability and manufacturing risks face similar challenges, especially amid “nuclear verdicts” that have reshaped how carriers price and structure coverage.

Commercial auto: Turning the corner, slowly

Commercial auto has been under pressure for more than a decade, driven by distracted driving, increased accident frequency and soaring repair costs. What used to be a $1,500 claim can now easily exceed $6,500, before liability is even considered.

The good news is that the pace of increases appears to be slowing. We’re seeing fewer double-digit hikes and early signs of pricing stabilization as carriers finally charge enough to offset losses. Many insurers are once again showing interest in fleet business, which could create more options for buyers heading into 2026.

Excess and umbrella: Tightening by design

Excess liability and umbrella coverage remain challenging, largely due to claim severity. Verdicts that once settled at $1 million are now landing well north of $5 million — losses that pierce umbrella layers quickly.

As a result, carriers are reducing capacity, tightening underwriting, and raising premiums. Organizations with significant auto or general liabiltiy exposure should expect this scrutiny to continue.

Managing risk with intention

In a selective market, not all risks deserve equal treatment. Organizations that perform best in 2026 will take a more intentional approach.

That starts with prioritization: understanding which exposures truly drive loss and focusing resources accordingly. It means turning data into action — not collecting information for its own sake, but using it to inform loss control, program design and renewal strategy.

Effective loss control should be treated as a strategic lever. When organizations can demonstrate measurable improvements, those results can and should be brought back to underwriters as part of the renewal narrative.

Equally important is being thoughtful about risk transfer. Contractual risk transfer, third-party partnerships, and alternative structures can reduce exposure when aligned with an organization’s mission and operations. In some cases, the best risk decision is to avoid retaining or assuming a particular exposure.

What comes next: Why partnership matters

As markets remain selective, the value of the right insurance partner becomes more pronounced.

Buyers should look for partners who collaborate, challenge assumptions and bring creativity to program design throughout the year. Technology will play a growing role here, particularly as data analytics and artificial intelligence move from theory to execution.

Used correctly, AI can improve claims transparency, accelerate decision-making and enhance policy analysis. The goal isn’t efficiency for efficiency’s sake. The goal is better risk management, faster answers, and safer operations.

At the same time, culture still matters. Firms that invest in people, tools, and long-term client success — even if it means operating at lower margins — are better positioned to help clients navigate uncertainty.

The reality in 2026 is that relief exists, but it’s selective. Buyers who approach the market with a clear risk strategy and strong data are achieving better outcomes than those relying solely on timing.

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