Challenge

IAG is one of the largest insurance providers in Australasia, and the largest in New Zealand.

The Auckland headquarters owns the most well-known consumer insurance brands in the country. This project was focused around the digital innovation of our claims experience. The outputs would serve as a vision for the company to reach by 2025.

The digital claims experience remained largely untouched since it’s launch 4-5 years ago. It was governed by business the process and required a lot of manual work from our customers service team- in many cases, taking longer to process a claim if the customers lodged it online instead of calling our contact centre.
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The business goal was simple: reduce staff costs in our claims customer service centre by sending customers through a digital channel.
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I had 3 user groups to cater for: the first, our consumer users lodging a claim, the second, our customer service team who process the work and third, our repairer networks who we’d send consumers damaged items to for repair.

my role

The project followed a double-diamond model.

My role was to work within the discovery and define phases, then going on to lead the develop and deliver phases.
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I collaborated extremely closely with a Service Designer, Customer Experience designer and worked with a Product Manager and Programme Lead throughout these phases.

We ran this project in a participatory style so that other departments in the company could have their voices heard and utilize their knowledge to create a great experience for our customers

process

During the discovery phase, I sourced and synthesized the performance of our digital offerings, which included quantitative and qualitative feedback.

I also conducted generative research around the experience for our other 2 customer groups: our staff, and our repairers.
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My colleague ran a series of group workshops during the discover and define phases. The key insights from this were:

Each claims consultant had 100’s of claims they would be responsible for processing, with their performance metrics focused on time-spent-on-claim. They felt extremely overloaded which resulted in high turnover in this team.
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A very large portion of consumer claims could be solved instantly, but because it was sent through online, the business process required a manual follow-up from our claims team

Another portion of customers were contacting our team to lodge a claim, going through the entire process only to find out their excess was more than the item itself.

Customers weren’t given any sense of timeframe for when their claim would be processed, and would either have to call us and be put on hold to wait for the CS team, or simply wait until we called them

Once a claim was resolved, we sent the customer to a repairer. This repairer would then often get asked a lot of insurance related questions because our internal team didn’t have the capacity to work with this customer anymore.

During the workshop I facilitated, the group collaboratively produced a storyboard and wireframes to describe the future experience of a digital claim

Users told me their default behaviour was to call. So to encourage a digital transaction, I focused on show case each channels impacts so the user can make their own informed decision

Moving into the develop phase, I facilitate workshops to build out storyboarding and mapping sessions to respond to our 3 main HMW questions. The key areas we ideated around were:

Encouraging the large portion of instantly-solvable consumer claims to move down a digital pathway. This meant that our staff’s time could be used on more complex claims

Instantly approving claims were the customer fits a specific set of qualities, such as tenure, claims lodged etc. This meant we would confident in not approving fraudulent claims.

Giving users the digital option to choose how they would like to get their item resolved.

Because of the group work that had been completed, I was able to build out an end-2-end prototype and move into user-testing with our proposed future solution.

I continued to lead the team in iterating based on users feedback and also worked with other departments to hear how this experience may/may not impact our legal and risk standards.

After completing an additional round of testing, I then worked with our Product Manager to prioritize and define the solutions into concepts, breaking it down even further into what a MVP might look like.

Another key area was instantly approving claims that fit within a certain profile of the customer and claim type. I also experimented with different ways to collect claims related information from the customer

design

This experience would need to be reused across multiple brands.

Because of this it was important to set-up the foundations for longevity.

By including small elements of brand, such as imagery and iconography, I kept our brand stakeholders satisfied but also ensured the experience would stay clean and succinct for users who are going through the process.

I included Voice ID as an option for a user to add during their onboarding process. This would speed up the claims process as staff wouldn't need to through the verification step

A chat interface bought a friendly and fast feeling to this experience.

With a focus on scalability, I created the UI from a component mindset. This would allow our other to be able to re-use this experience easily