When this state-wide insurance provider first approached ExperiencePoint, they held concerning employee satisfaction surveys in one hand and infrastructural issues in the other.

Their internal research revealed a cascading set of problems that affected all levels of their organization and started to creep into their customer experience. The insurance provider engaged ExperiencePoint to help scale lasting behavior change and design a roadmap for success. Within a year, engagement scores improved, costly turnover declined, and the organization built an innovative workplace culture that competitors would profile for years to come.

This client case study breaks down the steps behind the cultural transformation process and shows how to scale mindset shifts within your organization to ensure training sticks.


The Client

The insurer’s lackluster workplace survey pointed towards an absence of empowerment and innovation among workers. The organization was able to identify three pain points felt by almost all employees. Firstly, due to the systematic nature of insurance work and lack of feedback opportunities within the organization, employees felt stuck in an environment that didn’t welcome change. Secondly, If employees did have an innovative idea, they didn’t have an established person of contact to share those ideas, indicating a lack of infrastructure. Lastly, if the employee somehow got through the two previous obstacles and shared that idea with a leader, that leader either felt that change to the existing system wasn’t permitted or didn’t know how to bring the idea into action.

As a result of these employee engagement issues, company turnover rates steadily rose. Frustrations crept into the customer experience as more clients complained about the broken process workers themselves disliked enforcing. Both employees and customers were leaving the provider–something needed to change quickly. 

The Solution: A Cultural Transformation  

Initially, the insurance provider was ready to move forward with another innovation vendor that offered a more conventional and isolated training experience. However, ExperiencePoint knew that the company’s ability to break old habits would depend on them owning the innovation process themselves. After some consideration, the organization realized that the lasting change they were looking for would only arise out of a system that deeply involved all levels of the organization.

The insurer was introduced to the ExperiencePoint approach, and the development of an innovative workplace culture that suited the style and constraints of the insurance world began. 20 employees were trained to serve as catalysts that spread human-centered thinking throughout the organization. Over 700 leaders and 4,000 employees were trained with our ExperienceInnovation™ Learn and ExperienceInnovation™ Apply workshops. As a result, a community of innovators started to thrive and spread within the organization itself. 


The Result 

As a result of working with ExperiencePoint, the organization’s leaders adopted a more human-centered approach to management and employees felt empowered to generate and enact new human-centered ideas. Human-centered design techniques, tools and habits spread throughout the workforce, enriching customer service and revitalizing workplace culture.

Following their change journey, the company launched 15 new employee-generated projects in year one, resulting in new client services and a system for billing contractors. New employee opportunities and promotions were developed, reconfiguring workers’ perception of their purpose. Finally, the company’s appeal as a workplace skyrocketed, attracting only the best talent in a competitive market.