Reframing Customer Experience in Insurance

Can you get fast-growing insurance players to shift focus from internal ops to customer experience?

BlueOrchard’s InsuResilience Investment Fund (IIF) backed a cohort of fast-growing insurance and financial services companies. But as these businesses scaled, customer experience often fell through the cracks a risk that could erode trust and retention. BlueOrchard partnered with TinkerLabs to shift this mindset: positioning CX as a strategic differentiator, not an afterthought, and equipping teams to embed it into everyday decisions.

A two-phase learning & innovation journey with insurance companies across Asia, Africa & Latin America

Phase 1: Research and Synthesis

We kicked off with deep listening and learning. 

• Our team conducted extensive desk research across Asia, Africa, and Latin America, mapping macro trends in insurance, especially climate-focused products for small farmers, MSMEs, and low-income households.
• We then conducted 21 in-depth interviews with leaders across BlueOrchard’s portfolio companies. These conversations revealed firsthand the operational, behavioural, and systemic challenges limiting customer-centricity in insurance scale-ups.

Phase 2 - Co-creation Sprint 

We identified 8 critical CX bottlenecks—from low product awareness and trust issues to inconsistent experiences and disconnected product design.

These insights shaped a 3-day co-creation workshop in Istanbul.

The goal: Shift mindset from process to people, and spark tangible, testable innovations.

• Participants used Design Thinking x Behavioural Science tools to reframe abstract issues into clear, user-focused problem statements—looking at customer education, digital friction, and product irrelevance through a gender and behavioural lens.
• Ideas came to life through low-fi prototypes, bold storytelling, and roleplay, transforming abstract challenges into tangible solution directions, enriched by cross-regional collaboration and real-time feedback from diverse industry leaders.

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