Expanding customer centricity at a global insurer
With a solid market position and strong financial stability, a global insurance company recognized the need for a third essential pillar for business growth: customer centricity.
Despite its technical excellence and operational robustness, the company had noticed signs of detachment in its relationship with customers. Well-structured internal processes had created silos between departments, affecting the fluidity of interactions, response times, and customers’ visibility into their processes. Moreover, in an industry where customer centricity is still not widely leveraged as a differentiator, the insurer identified a strategic opportunity to gain a competitive edge.
The company had already carried out a successful project focused on one of its broker segments. The challenge now was to scale this transformation across the entire organization, ensuring that the customer perspective informed strategic, tactical, and operational decisions.
Our role was to design and implement a cultural and operational transformation program, empowering all levels of the company and fostering consistent alignment—from executives to analysts. To ensure this shift translated into real-world practices, we mentored cross-functional teams dedicated to the customer journey, enabling internal teams to deliver structured projects with meaningful and sustainable impact.
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How do we structure this transformation?
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1. Building a scalable and participatory model
To ensure that customer centricity was absorbed by the organization, we structured the approach into three levels:
Management: The first step was to raise awareness and align executives on the strategic impact of customer centricity and define clear organizational directions.
Managers and coordinators: We deepened the tactical work with this group, translating the guidelines into operational premises and mapping concrete opportunities for application.
Change agents: Selected by managers, these professionals were responsible for putting the guidelines into practice. Divided according to the customer journey, they worked on specific projects using tools and frameworks presented in the training.
2. Training and practical application
We adopted active methodologies to ensure real and applicable learning. In addition to workshops and technical training, we promoted strategic reflections on the future of the insurance company and the relationship between customer centricity and market differentiation. The content was always connected to the real context of the company, allowing each area to see its contribution to the customer experience.
3. Mentoring and ongoing monitoring
To avoid the transformation from being just talk, we established a mentoring cycle. At each meeting, the work groups presented their projects and challenges, receiving strategic and technical feedback to overcome internal and external barriers. This monitoring ensured that the concepts were incorporated into the insurer’s day-to-day operations, allowing for continuous adjustments and further development.
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Impact and Results
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Ensuring Continuity
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The program was designed to run through 2024, with completion scheduled for 2025. At present, the insurer is revisiting its key indicators and conducting a new round of customer research to assess the progress achieved. The goal is to launch a new cycle of challenges and working groups, deepening the customer-centric approach with new solutions and enhancements.
Transforming customer centricity doesn’t happen overnight, but with strategic direction, ongoing training, and organization-wide engagement, it is possible to ensure that this vision moves beyond abstraction and becomes a core driver of growth and differentiation.
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