In the insurance sector, customer interactions are often infrequent, high-stress, and highly regulated. According to McKinsey & Company’s 2023 study of 8,500+ insurance customers, carriers that lead in CX achieved 20 percentage points higher TSR for life insurers and 65 points higher for P&C insurers compared to peers. It’s clear: CX isn’t just a “nice to have.” It’s a competitive advantage.
Yet, many insurers remain stuck with static journey maps. The core message from our panel, featuring Ania Rodriguez, JourneyTrack's Founder & CEO, and Bob McGinn and Michelle Beeson, both CX Advisors at JourneyTrack, was the importance of moving to dynamic journey management. We tackled the shift from mapping to managing journeys, aligning data for decisions, and building governance that sticks.
Key Takeaways
#1. Dynamic Journey Management > Static Maps
Michelle reminded attendees that journey mapping was once enough to tell the story, but now you need living, connected journeys that drive action. Analytics-industry sources echo this: the Customer Experience Network’s “Journey Mapping vs Journey Management” guide emphasizes that management introduces measurement, feedback loops, and continuous optimization.
In insurance, where each customer interaction is precious, this shift is critical. As McKinsey put it: “The low frequency of customer touchpoints in insurance means it’s extremely important to get each one right.”
#2. Data Alignment Unlocks Faster Decisions
Bob spoke from his experience in large regulated insurance organizations about how data fragmentation and legacy systems slow progress. The panel emphasized that journey management programs succeed when you align VOC, operational, and financial data, simplify metrics (e.g., one perceptual KPI and one business KPI), and tie everything to the customer journey’s goal.
Research from the XM Institute reports that health insurers earned an average experience rating of only 53% in 2023, largely due to weak data and journey linkage.
As Michelle noted, “it’s not about all the data. It’s about the purpose of the data.”
#3. Governance Matters as Much as Design
Designing great journeys is only half the battle; governance makes or breaks program sustainability. Ania, Bob, and Michelle agreed: a cross-functional team, clear ownership, accountability structures, and measurement processes are essential. Bob highlighted that in insurance, the regulatory/risk context makes this even more important: “move fast and break things” doesn’t fly.
Governance that ties the journey to business risk and control is a powerful frame for insurance CX teams.
What This Means for Your Insurance CX Program
Start with one journey that has both customer and business impact, such as claims submission, renewal, or onboarding.
Align metrics: define a customer outcome (e.g., “policyholder feels informed by renewal”) and a business outcome (e.g., “renewal retention improves 5 %”).
Implement governance by setting up a council or steering group with representatives from claims, underwriting, service, digital, and compliance. Clarify roles, cadence, and accountability.
Link your data: integrate VOC, operational, and financial data into a shared journey dashboard that shows what’s working and where to act.
Socialize early wins: Show a “quick win” to build trust and momentum, then scale into other journeys once you’ve established credibility.
What’s Next?
Journey management platforms, such as JourneyTrack, are designed to make this process easier and more seamless. If you’d like to see how our AI-forward, journey-centric platform enables this alignment, book a demo.
Click here to watch the full webinar.
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