From Scorecards to Business Impact: Empowering a Health Insurer with Reimagined VOC goals

To accomplish their aspirational aims and create change, the insurer needed every associate to rally around the program and metrics. In turn, this meant they needed a more robust system to set goals, track progress, analyze data, and act on the insights across key business areas, including customer experience, brand perceptions, and new member acquisition. 

Crucially, the organization also needed to translate these VOC and brand metrics into actionable performance measures for its internal teams and Associate Incentive Plan (AIP) program.  

The DRG partnered with the insurer to develop, implement, manage, and report on these enterprise-guiding strategy metrics, ensuring their integration across internal teams and leadership decision-making. 

The Solution

The DRG worked closely with the insurer’s brand and marketing teams, customer insights team, and executive leadership to establish key metrics and build a comprehensive VOC and brand funnel goal setting, tracking, and performance measurement framework. This framework leveraged data across multiple studies, including operational data supplied by the insurer.

We began by evaluating the insurer’s current metrics and trending data, historical performance, linked investments and initiatives, journey pain points and potential root causes, and competitive comparisons. Then, taking into account how metrics needed to ladder up to larger business strategies and KPIs, we identified a variety of key metrics and business impact indicators as well as measurable, realistic, and achievable performance goals.

The DRG’s strategic and performance management support included:

• Tracking progress on key metrics and business impact indicators: Measuring and analyzing progress on a large variety of metrics and impact indicators, such as:
  • Member experience metrics (e.g., new member acquisition, trust, satisfaction, cost transparency, and NPS)
  • Consumer metrics (e.g., engagement, effort, and purchase intent)
  • Marketing and communications metrics (e.g., campaign and funnel performance)
  • Brand metrics in key markets (e.g., reputation, awareness, consideration, and perceptions)
• Developing custom dashboards and deliverables: Creating intuitive quarterly and semi-annual reports to visualize trends and progress, and custom dashboards to democratize data across internal stakeholders and departments.
• Conducting deep-dive analyses: Identifying key opportunities and challenges to inform business decisions in strategic areas like member retention, marketing effectiveness, and provider engagement.
• Forecasting business impact: Providing membership projections to model potential outcomes of strategic initiatives and marketing efforts.
• Ongoing, proactive consultation on goal setting: Advising on adjusting VOC goals and AIP metrics based on evolving business needs, industry trends, competitive intel, and shifting market dynamics.

The Wins

As part of our consultation, we helped the insurer align enterprise strategy with employee incentives and executive performance by feeding VOC goals directly into a new AIP and CEO- and board-level executive scorecard. This move aimed to tie associate performance and incentives more directly to stakeholder experiences and broader business outcomes.

These goals became key performance drivers across employee groups, directly influencing compensation when VOC performance targets were achieved and elevating customer experience and brand outcomes as top organizational priorities.

By embedding VOC strategy metrics into the insurer’s broader business strategy and tying them to both associate incentive plans and executive scorecards, The DRG empowered the organization to make data-driven decisions that tangibly improved both internal performance and customer experience.