過去企業在數位轉型上的投入，往往著重於前台數位接點的建置，例如網站、App、線上客服與數位行銷介面；然而近兩年來，企業真正投入資源的重心，已逐步轉向後台流程再造、資料整合、智慧自動化與 AI 驅動決策支援。其中，自動化流程Robotic Process Automation (RPA)的企業級應用也同樣更新到能夠適配與涵蓋多面向的功能、串接各種外部軟件與提供大量可調整的彈性空間，例如N8N、Power Automate等。因此這種日常性作業的自動化解決方案成為企業解決人員效率議題的解法，透過機器人腳本的微調，RPA可以在保證正確率的情況下達到及時響應的關鍵訴求。AON 怡安保經是一家全球化的風險與人力資源解決方案服務商，透過系統整合與全球市場保險容量，提供企業客戶個面向風險管理需求。由於業務的複雜性以及台灣金管法規的嚴格規範，大量書面文件、行政作業與電子郵件溝通需求成為日常作業的絕大部分。這樣的時間配置造成能承作的案件數量受限，同時也占用到保經業為客戶進行風險諮詢等含金量高之行為的時間，難以針對客戶之關係管理與價值提升作有效的規劃。面對國際保經寡頭的市場架構以及B2B的業務性質，如何提升客戶黏著度與影響力成為怡安必然需思考的議題，而這也是此公司近年來持續進行平台建置與科技導入的關鍵。本研究將針對撰者實際在AON完成的自動化導入專案為切入點，利用服務藍圖、B2B價值元素等架構，分析導入前後對於企業客戶的服務有哪些面向的提升，進而探討自動化與人工智慧科技如何擴大影響整個保經產業的服務轉型。本研究除詳盡介紹商用保經市場外，更透過專案落地執行結果，證明自動化導入對於內外部經營效率與收益具顯著影響以及延展性。

In the past, corporate investments in digital transformation have largely focused on establishing front-end digital touchpoints, such as corporate websites, mobile applications, online customer service, and digital marketing interfaces. In contrast, over the past two years, the focal point of organizational resource allocation has gradually shifted toward back-end process reengineering, data integration, intelligent automation, and AI-enabled decision support. Among these developments, enterprise adoption of Robotic Process Automation (RPA) has evolved to encompass broader functional coverage, stronger interoperability with external software systems, and greater configurability. Contemporary tools such as n8n and Microsoft Power Automate enable organizations to connect diverse applications and design highly adaptable automated workflows. As a result, automation solutions for routine operational tasks have become a practical response to productivity and efficiency challenges. Through iterative refinement of bot scripts and workflow logic, RPA can deliver timely responsiveness while maintaining high levels of accuracy and consistency. AON is a global provider of risk and human capital solutions. By integrating systems and leveraging global insurance capacity, AON delivers risk management services that address diverse client needs. However, the complexity of its operations and the stringent regulatory requirements enforced by Taiwan’s Financial Supervisory Commission (FSC) mean that day-to-day work involves extensive paper-based documentation, administrative processing, and email-driven coordination. This allocation of time and effort constrains the number of cases that can be handled and displaces higher-value—added activities—most notably, risk advisory services, which constitute a core component of the insurance brokerage profession. Consequently, the organization faces challenges in systematically strengthening client relationship management and value enhancement initiatives. Within an industry characterized by oligopolistic global brokerage structures and a predominantly B2B business model, enhancing client retention and strategic influence is an unavoidable agenda. This challenge also explains why AON has continued to invest in platform development and technology adoption in recent years. This study takes as its point of departure an automation implementation project completed by the author during an internship at AON. Drawing on the frameworks of service blueprinting and B2B value elements, the study analyzes how service quality and value delivery for corporate clients changed before and after the implementation. It further examines how automation and artificial intelligence may expand their impact on service transformation across the insurance brokerage industry. In addition to providing a detailed overview of the commercial insurance brokerage market, this research leverages practical project outcomes to demonstrate that the implementation of automation can generate significant, scalable improvements in both internal and external operational efficiency and business performance.

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