How a Health Insurance Giant Transformed Its Customer Journey With CX Strategy and Journey Mapping
Health Insurance · 100M+ Members Covered · North America · End-to-End Customer Experience Redesign
The Challenge
Plan members were expressing growing frustration with interactions that felt cost-driven and transactional — particularly in sensitive situations involving health concerns and family well-being. Feedback consistently pointed to a lack of empathy across key touchpoints, signaling a disconnect between the company's brand promise and the actual member experience.
This perception gap was more than a sentiment issue. It risked eroding member trust, increasing churn, and weakening the brand's competitive positioning in a market where customer experience is a key differentiator. Marketing and brand executives recognized that incremental fixes wouldn't be enough — the problem was systemic and spanned messaging, processes, and organizational alignment.
The company needed a comprehensive approach to redesign its end-to-end customer experience, grounded in real member feedback and survey data, and supported by cross-functional executive alignment to ensure the new model could be implemented organization-wide.
Our Approach
Blue Orbit Consulting partnered with the insurer's leadership team to facilitate a structured, insight-driven CX transformation initiative. Our approach combined journey mapping, stakeholder engagement, and strategic vision design across five key workstreams:
Member feedback and survey data analysis — Synthesized existing voice-of-the-customer data, survey results, and feedback trends to identify the most critical pain points and emotional friction areas across the member journey.
End-to-end customer journey mapping — Facilitated collaborative design sessions to map every stage of the member experience — from enrollment and onboarding through claims, support, and renewal — identifying gaps between expectation and delivery.
Cross-functional stakeholder alignment workshops — Engaged a broad cross-section of executives and stakeholders from marketing, operations, and member services to co-create a unified CX vision and ensure organizational buy-in.
Brand vision and value proposition development — Helped the team articulate a refreshed brand vision centered on empathy and member-first principles, translating CX insights into a clear value proposition that could guide strategic decisions.
Organizational socialization and change enablement — Supported corporate stakeholders in cascading the proposed vision across all business units, ensuring consistent understanding and commitment to the new experience model.
The Results
3-year marketing strategy realigned to CX vision — The organization adopted the new brand vision and value proposition as the foundation for its marketing strategy and planning over the following three years.
Customer personas integrated into the strategic roadmap — Both member personas and key stakeholder perspectives were formally embedded into the go-forward roadmap, ensuring future decisions reflected real customer needs.
Cross-functional executive alignment achieved — For the first time, stakeholders across marketing, operations, and member services operated from a shared CX framework and unified brand narrative.
Empathy-centered experience model established — The organization shifted from a cost-focused interaction model to one designed around member empathy, particularly in high-sensitivity health and family situations.
Is Your Member Experience Costing You Trust?
When customer interactions feel transactional instead of empathetic, loyalty erodes fast — especially in healthcare. We help organizations redesign their end-to-end journey to rebuild trust and align every team around the experience members deserve.