Context
A UK general insurer covering home, motor and pet lines processed over 400,000 claims annually. The firm had a strong reputation for product innovation, but its claims operation, built for speed and efficiency, fell short of the requirements of the Consumer Duty Product and Service and Consumer Understanding outcomes for its vulnerable customers, who were navigating an often stressful time and an unfamiliar process.
Challenge
When Delehanty Consulting spent time with customers who had recently been through a claim during a period of vulnerability, the pattern was clear. The process was too slow and took too much energy for customers already managing difficult circumstances and health needs. Customers described chasing updates, navigating complex documentation requirements and trying to understand settlement decisions, all while dealing with bereavement, illness or financial difficulty.
The customer claims journey had not been designed with these experiences in mind. There was no adjustment based on a customer’s needs, no proactive communication, and no way for customers to track progress without picking up the phone.
What we did
Delehanty Consulting led an Inclusive Design sprint focused on the end-to-end customer claims journey. Working with vulnerable customers and colleagues from claims handling, fraud and complaints, the team ideated a ranked set of changes designed to close the needs gaps. Priority solutions included a single point of contact so customers did not have to re-explain their circumstances, proactive updates at key stages rather than customers chasing, simplified documentation requirements where a customer’s situation made the standard process unreasonable, and an online claim tracker with a progress timeline so customers could see where their claim stood without calling.
Prototypes were tested and evolved with the same customers and colleagues until the customer, colleague and commercial impact were sufficiently proven.
What changed
Vulnerable customers were more able to see their claim through to resolution. Repeat contacts fell significantly, and the time customers spent chasing updates reduced by over a third. Colleagues reported feeling better equipped to support customers rather than being caught between efficiency targets and doing the right thing.
Outcome
The insurer estimated annual savings of over £350,000 from reduced repeat contacts, fewer re-opened claims and lower colleague attrition. Outcomes for vulnerable customers became comparable to those of other customer cohorts, meeting the requirements of the Consumer Duty. The work demonstrated that designing around the needs of vulnerable customers does not slow a claims operation down. It makes it work better for everyone.