Better Health Network
The challenge
With more than a century of trust behind them, one of Australia’s leading insurers wanted to reimagine how members interact with their products and services online. In today’s world, the digital experience isn’t optional – it’s how people stay connected, informed, and in control.
While digital options were in place, uptake was lower than expected – particularly for renewals and everyday self-service. Many members still preferred calling over navigating the website, which added pressure on support teams and created frustration for members.
The organisation saw an opportunity to make its digital channels simpler, more intuitive, and more human so that more members would want to use them.
Our approach
Escient partnered with the insurer to design and deliver a continuous improvement program focused on member experience, smarter design, and sustainable change.
We worked with leaders and teams across the organisation to:
- Introduce a new delivery model – replacing traditional project structures with agile, cross-functional squads able to deliver rapid, ongoing improvements.
- Build collaborative capability – setting clearer roles, establishing repeatable rhythms, and providing practical tools to give teams structure and confidence.
- Strengthen cross-team connections – creating a safe, structured environment for digital, marketing, portfolio managers, and the contact centre to work together on organisational priorities.
- Embed human-centred design – applying a repeatable innovation framework that enabled teams to explore pain points, generate ideas, and test solutions based on real data and member journeys.
Customer immersion workshops helped teams walk in members’ shoes, along with ideation sprints to turn insight into action. Prototypes were tested and refined before being approved for broader delivery, ensuring every solution was validated before launch.
The outcome
The shift to a member-led, design-driven approach delivered measurable progress and renewed momentum:
- More than 50 initiatives were scoped and prioritised across digital, marketing, distribution, and service functions – each informed by member insight and aligned with strategic goals for digital adoption.
- The organisation moved from isolated fixes to a connected, purposeful program of work, with improved member journeys, clearer business requirements, and solution designs that were practical and delivered real value.
- Teams developed the skills, tools, and confidence to keep improving digital experiences beyond the engagement – working across silos and co-owning outcomes.
The result was stronger internal alignment, more intuitive digital experiences, and a clearer focus on delivering value in ways that work for members and for the business.