How one insurer used lived IT experience to inform executive decisions
A large, regulated insurance organization had invested significantly in its digital workplace. Service desk metrics, operational dashboards, post-change surveys, and qualitative feedback mechanisms were already in place and providing useful insight into IT performance.
As several upcoming decisions approached — including changes to support models, application strategy, and identity and access — leadership wanted a clearer, organization-wide view of how technology was actually being experienced day to day.
The objective was not to replace existing data, but to complement it with a direct signal that could help prioritize attention and manage risk.
The decision context
While operational data showed system availability and ticket volumes, it did not consistently reflect where friction was accumulating across different roles and regions, or which experience issues were most likely to affect outcomes if left unaddressed. Leadership sought a way to distinguish isolated issues from patterns that warranted executive focus.
Key questions included:
- How is IT actually experienced across the organization today?
- Which experience signals matter most for upcoming decisions?
- Where would action meaningfully reduce downstream risk or cost?
How Voxxify was used
Voxxify was used as a short, time-bound input alongside existing metrics to provide a direct, organization-wide view of lived IT experience. The intent was to surface patterns relevant to decision-making, rather than to run a continuous or open-ended measurement program.
The assessment provided broad coverage across business functions and locations, enabling leadership to compare experience signals consistently and at scale.
What clarity emerged
The insight helped focus executive discussion on a small number of areas where experience had a disproportionate influence on outcomes, including:
- How support models were aligning with user expectations
- Where application reliability and access were creating friction
- How IT changes were being communicated relative to timing and impact
Rather than adding volume, the insight reduced noise by clarifying which experience signals were most relevant to decisions already under consideration.
How insight informed action
With clearer visibility, leadership was able to align existing improvement initiatives more precisely, adjust priorities where needed, and proceed with decisions knowing where experience-related risk was concentrated.
Importantly, the approach established a repeatable way to bring lived IT experience into executive discussions at future decision points, without displacing existing operational controls or governance processes.
What changed for leadership
- Greater confidence in where attention and investment would matter most
- Clearer prioritization across competing initiatives
- Reduced reliance on anecdote or escalation to surface experience risk
This example reflects how one organization used lived IT experience as an executive decision input. Application and outcomes will vary by context. Names are withheld to respect client confidentiality; the intent is to illustrate an approach, not a reference.
