From a product centric to a customer centric approach


A leading Swedish insurance company experienced challenges in balancing product and customer perspectives, as well as prioritizing strategic initiatives, due to the expansion of its product portfolio and growing customer base.

With our expertise in customer experience and strategy design, we helped them clarify the requirements for transitioning to a customer-centric model. This was done by developing an end-to-end strategic customer journey, spanning all product categories, and identifying strategic focus areas that informed the prioritization of initiatives and common areas for collaboration.

We helped the company ensure a clear alignment of their offerings with the customer needs and value drivers at the centre. As well as a customer strategy and key performance indicators to track progress and to help them allocate efforts and their resources.

How can companies balance an expanding product portfolio with growing customer needs? Facing internal bottlenecks and prioritization challenges, part of the solution lies in developing a customer-centric model, streamlining strategic initiatives, and aligning offerings to ensure sustained growth.


A leading insurance company in Sweden found themselves in the need of understanding their customers and their business to cope with their ambition to grow their sales across product areas while keeping their competitiveness. The company has achieved double-digit growth in recent years by focusing on selected product segments. Historically, the organization has aligned its operations in silos based on the product offerings and with a product-centric focus to maintain a competitive edge within each product category.

However, as the company expanded its product portfolio, it encountered challenges such as internal bottlenecks surrounding product offering, way of working, and uncertainty in prioritization of strategic initiatives. To drive continued growth and sustain high customer satisfaction levels, the need to distinguish between product-specific attributes and those common to customers became apparent, as well as establishing a common perspective of the entire customer journey.

To address the need and the challenge ahead, the company was required to go from a product centric to a customer centric approach. The goal was to be able to effectively adjust product packaging, communication, and internal workflows based on the customer’s entire insurance needs – without losing customer satisfaction or their competitive edge within each product category.

What we did

Our objective was to clarify the requirements for the transition to a customer-centric model. This was achieved by developing an end-to-end strategic customer journey with key insights across all product areas. By analyzing commonalities and distinctions across various segments, we aimed to facilitate the evaluation and prioritization of initiatives and activities.

Explorative Study for Key Insights

The work began with an initial study to identify prioritized products and customer segments, followed by an extensive exploration of customers’ motivations, barriers, and behaviors. We focused on customer experience, using interviews and observations to understand the details of customer encounters and experiences.

Through analysis and in-depth research, we identified needs, emotions, and observations that shaped key insights, concretizing our understanding of both the customers and the business.

Customer experience as a steering model

We developed and mapped out both strategic and tactical customer journeys, analyzing them from business and market strategy perspectives. These journeys visualized needs, emotions, and critical moments that significantly impact the customer. We identified three strategic focus areas, or moments-that-matter, which informed decisions regarding prioritization, resource allocation, and collaboration across product areas.

We also identified customer behavior types, which, along with the key insights and moments-that-matter, formed the foundation for customer strategy and prioritization, as well as opportunities for cross-selling and improved collaboration among product owners based on the entire CX perspective.

Finally, we worked on embedding strategy, communication, and CX practices within the organization.


Our involvement empowered the company to align its offerings with the evolving needs of its expanding customer base and product portfolio.

Strategic and tactical customer journeys provided a comprehensive view of customer relationships, enabling targeted actions and faster decision-making. Through these journeys, three key areas were identified where consensus on resource and initiative prioritization was established which enabled identification of improvement and performance metrics, predicated on the seamless interaction between channels and partners. By understanding customer behavior, cross-selling opportunities were discovered, and new perspectives of commonalities among the product areas.

We provided clarity on common customer value drivers and product-specific values. Key insights into overall and product-specific areas clarified how development should proceed in both common and product-specific domains such as product offering, communications, customer interactions, and more.

Our efforts furnished valuable input and data to inform the formulation of a customer strategy and key performance indicators for tracking progress along the way.