We looked at how serious each issue was for the customer, the cost to the business, the regulatory issues it touched, and how expensive and difficult it would be to fix – covering everything from quick wins to major programmes of innovation.
What emerged was a prioritised roadmap that showed how to stage change in a measured, sustainable way that combined business-as-usual improvements, and more radical innovation.
Bridging the innovation gap
If an organisation is to achieve meaningful change, its people need to understand why. Our customer experience map engaged Cigna’s teams emotionally by showing them the real human needs and problems behind each initiative. It showed them how and why they would need to collaborate across silos. And because cxpartners brought staff along to meet users and watch interviews, we’d build a cohort of advocates who could tell first-hand stories about the need for change.
A framework for innovation
For Cigna, truly understanding its customers has changed everything.
‘The feedback from the team has been fantastic,’ says Lorna Clarkson. ‘Sales managers said this was what they’d been looking for for ages. Previously, they lacked insight into what the customers went through or what their needs were. This is one of the most pivotal things we’ve done as a business.’
‘It’s been eye opening to see the end result and acknowledge how difficult we sometimes make things for our customers,’ says Toor. ‘I’m talking about how many steps, how many interactions it takes for customers to get things done. Seeing that in one place creates a sense of urgency in our need to simplify things for our customers.’
The effect goes beyond improvements to ‘business as usual' activities. cxpartners and Cigna have identified opportunities for true innovation – innovation that is helping Cigna differentiate from its competitors. Now cxpartners is building prototypes and testing concepts for the future.
The roadmap has become Cigna’s central planning tool for achieving that unique competitive advantage.
Alison Meckiffe sums it up simply: ‘There is universal acceptance within the business that this work represents our new bible.’ It's the first step on the journey to organisational transformation.