Re-imagining customer experience with journey design

By designing the journey end to end, we helped International SOS turn a fragmented experience into one that was clear, connected, and customer-led.

End-to-end journeys mapped

clear view of the customer experience across channels, teams, and systems

Shared roadmap agreed

Product, CX, and Operations aligned on priorities and next steps

Future-state journeys defined

practical designs showing how digital, process, and system changes improve experience

Background

International SOS, a global organisation providing health and travel risk management services wanted a clearer view of its customer experience. Employees seeking support and managers responsible for travelling staff were often met with a fragmented experience. Updates were inconsistent, case progress was hard to track, and response times varied by channel.

These issues were driven by complex internal processes and disconnected systems. As a result, the organisation struggled to deliver a consistent and reliable experience.

The goal was simple: understand the customer journey end to end, identify where things broke down, and design a future experience that was faster, simpler, and more connected across digital channels.

bpmd partnered with the client to map the full customer journey and link each interaction to the processes and systems behind it. This created a clear, practical roadmap for improvement, showing where digital tools, integration, and automation would deliver the most value.

Challenges and Opportunities

The organisation faced several barriers to understanding and improving its customer journey.

  • Fragmented systems and tools
    Disconnected platforms made it difficult to bring together case data, customer interactions, and operational activity.
  • Limited end-to-end visibility
    There was no single view of how customers moved through services, making bottlenecks and inconsistencies difficult to identify.
  • Unclear priorities for improvement
    Without mapped journeys and clear pain points, leadership struggled to decide where to focus effort for the greatest customer impact.
  • Risk of siloed change
    Product, CX, and Operations teams planned improvements separately, increasing the risk of misaligned initiatives and missed opportunities.

Our Approach

We began by mapping and analysing the current customer journeys rather than rushing into solutions. This helped identify where delays, gaps, and inconsistencies were occurring across the experience.

Through workshops with Product, CX, and Operations teams, we reviewed real customer journeys, shared insights, and aligned on priorities collaboratively.

We then connected customer experience to the supporting operational processes and systems. This highlighted where manual activities and system limitations were creating inefficiencies. We demonstrated how improved case management capabilities could automate updates, integrate data, and improve visibility for both employees and customers.

Finally, we designed future-state customer journeys that addressed communication gaps and made better use of digital channels such as the app and customer portal. These future journeys showed how improvements to systems and tools could create a more consistent and reliable customer experience.

Results

  • Clear focus on high-impact pain points
    Pain points and NPS scores were mapped across the full customer journey, helping the client prioritise improvements that mattered most to customers.
  • Stronger alignment across teams
    Product, CX, and Operations teams aligned around a shared roadmap, reducing siloed decision-making.
  • Clear link between people, process, and systems
    The client gained a practical understanding of how operational steps, systems, and roles intersected across the customer journey.
  • Actionable future-state journeys
    To-be journeys provided a clear foundation for prioritising initiatives and planning delivery activities.
  • Customer experience at the centre
    The organisation shifted from an IT-led perspective to using customer experience as the primary measure of future success.