CASE STUDY
Turning a Skeptical Business Unit Into Champions of a New Platform
Company Background
A national insurance carrier was in the midst of a multi-year modernization initiative aimed at replacing aging operational systems across the enterprise. Central to that effort was the rollout of a new claims platform designed to improve adjuster efficiency, data quality, and customer responsiveness.
While executive leadership strongly supported the initiative, the claims organization, which was the largest and most operationally critical business unit, was wary. A previous system rollout had failed to meet expectations, creating disruption, frustration, and lingering distrust of technology-led change.
By the time the new platform initiative began, skepticism within claims wasn’t subtle, it was entrenched.
CLIENT CHALLENGE
The claims department had lived through a painful implementation.
The earlier rollout introduced unfamiliar workflows, inadequate training, and limited business involvement during design. Productivity suffered, morale declined, and complaints escalated. Although the system technically went live, adoption lagged and workarounds became the norm.
As a result, claims leaders viewed the new platform not as an opportunity—but as a risk. Resistance surfaced early in the form of disengagement, vocal criticism, and reluctance to participate in design sessions. Without genuine buy-in from claims users, the carrier faced a familiar and costly outcome: another system implemented, but not truly used.
The business needed more than configuration and deployment. It needed trust rebuilt.
Our
Solution
Implementoring: embedding education, alignment, and ownership into delivery.
INFORCE approached the engagement with a fundamentally different model. Instead of treating business users as downstream recipients of a finished system, INFORCE embedded a cross-functional implementoring team directly within the claims organization throughout the project.
This team blended platform expertise, insurance domain knowledge, and change leadership. Developers, analysts, and QA worked side by side with adjusters, supervisors, and claims leadership, translating requirements in real time, explaining system behavior, and validating workflows as they were built.
Education wasn’t postponed until training week. It happened continuously:
- Claims users understood why decisions were made, not just what was delivered
- Feedback loops were immediate, not deferred
- Concerns were addressed in context, before they hardened into resistance
By demystifying the platform and involving claims professionals as contributors instead of observers, the project shifted from something being “done to them” to something being built with them.
THE RESULTS
Rapid, enthusiastic user adoption
Claims professionals adopted the new platform quickly, with minimal reliance on workarounds or parallel processes.
Improved productivity and workflow confidence
Adjusters reported smoother daily operations and greater clarity around system-driven processes.
Elimination of complaints and resistance
Early skepticism gave way to confidence as users saw their input reflected directly in the system.
Internal advocacy for modernization
Perhaps most notably, the claims department became vocal champions of the new platform, advocating for it internally and supporting expansion into other areas of the business.
business Impact Analysis
The most significant outcome wasn’t technical, it was cultural.
By embedding implementoring into delivery, the carrier avoided the hidden costs that plague failed adoptions: lost productivity, extended stabilization periods, and lingering resentment toward IT initiatives. The claims organization emerged not just trained, but confident and willing to support ongoing modernization efforts.
The shift had ripple effects across the enterprise. Other business units took note as claims leaders openly endorsed the platform and the approach used to deliver it. What had been the most resistant group became proof that modernization could succeed when business users were genuinely engaged.
In contrast to the prior rollout, the new system didn’t just go live, it stuck. The result was a modern platform embraced by the people who rely on it most, and a claims organization transformed from skeptics into champions of change.