Background

Through research and subsequent customer segmentation developed by my design team, we had a clearer picture of what different customers wanted. We now had to take those leanings into the design process and improve service outcomes.

The Project

We knew customer experience for large employers was well below customer expectations, and iCare faced the real and present risk of a cohort of larger businesses opting to move away from the scheme to undertake self-insurance. We also had deep knowledge on what needed to change within the service to meet customer expectations and improve worker outcomes. The business had mixed opinions about what could or should be done.

Our team had a clear picture of what the customer wanted from us, but we needed to do more work to understand the business reality of why these services were not being delivered. Our team set out to do a current state gaps analysis of service delivery. We also observed that good and capable people across the business were not prioritising effort on customer need.

We ran a series of collaborative sessions, engaging front line and delivery teams to help us understand the business capability and external design constraints like legislation or industry regulation. We then mapped that back to our customer need and presented a finalised product strategy for large employers.

Key recommendations in this strategy mapped the service from MVP iterations to prioritised future service horizons. Each horizon builds upon the next to create a future state service that delivers an experience which will ultimately improve the perceived value of iCare and mitigate against the risk of self-insurance.

Results

A developed vision for improved services that enabled the business to prioritise effort for service iterations against the needs of customers. iCare is in the early stages of delivering against this strategy.